It’s about the P’s

Problem Construction, Perception, Process, People and Projection

Guest blog written by Cynthia Steinhauser

This is a blog series written by the alumni of the Implementing Public Policy Executive Education Program at the Harvard Kennedy School. Participants successfully completed this 6-month online learning course in December 2020. These are their learning journey stories.

Over the course of 12 months, I was pursuing my public policy executive certificate through HBS when I came across the IPP program designed by Professor Matt Andrews and his amazing cadre of peers. The timing couldn’t have been better as my organization was working on a new initiative to create a one-stop shop for innovation in development services from three previously “siloed” departments. Our team is focused on one major task – to rethink our development services program and create an integrated, efficient process that results in a positive experience for our customers. I saw this program as an opportunity to assist with this effort. 

As someone with over 25 years working in local government, I often assist in strategic planning efforts for new initiatives or to “reset” existing programs to help get them back on track. I was usually brought in because something wasn’t working and had reached some type of impasse.  It was often my belief that many failed for one primary reason, they did not have a clear path forward i.e. a solid strategic plan. All it would take was the right person to shepherd them through a process to develop a plan that had a clear vision, mission, goals, objectives, assigned tasks, identified resources and a well-defined timeline. Once a plan was in place to hold people accountable, all would be good. While I have many examples of success using this approach, there are also examples of failures. However, when you work in the public eye, you don’t like to talk about “failures” because on face value they seem just that – a failure that taught us nothing and did so at the expense of taxpayers.  However, as PDIA (Problem Driven Iterative Adaptation) has taught us, this could not be further from the truth. In fact, I believe that is exactly where PDIA can be most useful and have some of the greatest impact (but that is for another blog). This blog is about my entire IPP learning journey.

Continue reading It’s about the P’s

Formin’ Normin’ and Stormin’ – My IPP Journey Through Pandemics and Hurricanes

Guest blog written by Liana Elliott

This is a blog series written by the alumni of the Implementing Public Policy Executive Education Program at the Harvard Kennedy School. Participants successfully completed this 6-month online learning course in December 2020. These are their learning journey stories.

When I began this executive education course – in the middle of a pandemic, while still recovering from a cyberattack – I was expecting to get some dry, Harvard-y lectures and maybe some good business-speak tools, and join the network of HKS practitioners around the world. 

I was NOT expecting to work my ass off for 6 months. I did NOT expect to try and tackle one of the most insidious problems of New Orleans’s economy – again in the middle of a pandemic, cyberattack, and now fiscal crisis – and I did NOT expect to actually get traction or buy-in from any of my non-wonky colleagues. 

I expected a refresher course to revisit the basics of public policy that I learned in graduate school, now fading from muscle memory as the pace of life quickens, the stakes rise, and the crises compound. What I received from this course was intellectually stimulating, thought provoking, and practical policy support – but I also received professional coaching, therapy, a support group, and a whole new vocabulary and perspective on how I approach my work. 

The work that I do is invisible, it doesn’t have a photo op or ribbon cutting at the end. Since no one really knows what I do, it feels like my efforts are inconsequential and unimportant. I was feeling frustrated at work – I was FULL of great ideas, processes, and policies but they always seemed to get stuck on paper, and I felt like I was failing to ever get anything launched that could survive beyond my own massive investment of time, energy, and focus. I felt my colleagues become similarly frustrated with yet another “good idea” they would get roped into, and nothing would come of it after a few weeks or months. Other colleagues seemed to breeze through projects, make things happen with the wave of some magic wand that I just didn’t have. I attributed this to my own deficits as a leader and policymaker, and I wanted to do better – for myself, but more importantly for the people of New Orleans. 

The Universe of Complexity

Within the first readings, the distinction was drawn between the complex and the complicated – a fundamental difference that is often confused, or too mind-boggling to face. This completely changed my perspective. I recognized that my universe is one of complexity and the vast universe of unknowns.

The colleagues that I was comparing myself to aren’t smarter or more effective than I am, they just work with things that are complicated. I don’t know how to build drainage infrastructure projects, administer billions of dollars in FEMA money, or set up an emergency shelter in 2 hours. I could probably figure it out, but that’s not what my job is. And I am incredibly grateful for my colleagues that keep those roads getting built and those dollars getting spent, because I don’t think I would be happy in that role. Instead, my universe is everything else that’s too nebulous or too massive for anyone to tackle. I don’t know where I am going or what I am doing, and that’s actually a strength – I’m comfortable wandering into the mist of a policy fog. If I knew where I was going, this would be just complicated and I would be bored and unfulfilled. I accepted that I don’t know what I’m doing – not succumbing to imposter syndrome – but taking ownership of the inherent vast lack of clarity or direction.

Continue reading Formin’ Normin’ and Stormin’ – My IPP Journey Through Pandemics and Hurricanes

Using the PDIA Toolkit to Help a Nonprofit in Philadelphia

Guest blog written by Jamison Hicks

The PDIA toolkit has yet again proven to be both useful and effective in providing organizations with the structural means to continually monitor and evaluate programmatic and organizational success. From a usage perspective, even though the toolkit was created in the US, the majority of PDIA blog posts on implementation seemed to be focused on out-of-country nations. With this simple observation, I thought it right to take advantage of the opportunity to implement the toolkit for a nonprofit organization in the US, namely, Philadelphia, Pennsylvania. Before I get too far ahead of myself, I think it is important to briefly note how I came to learn about PDIA since I am not a conventional student of the program. While interning at World Vision, the Executive Advisor on Fragile States and my personal mentor Jonathan Papoulidis, introduced me to the toolkit. By reading the free online textbook and watching many videos, I was able to gain a sufficient grasp of the concepts and in turn convert theory to an “empiric”.

One Day At A Time (ODAAT), the nonprofit organization where I implemented the toolkit focuses on substance addiction and homelessness in North Philadelphia. This region has some of the highest rates of opioid use and homelessness in the US. The first step taken was gathering all program or team supervisors into one room to diagnose problems using the Fishbone Diagram. One lesson learned; understanding the language of the organization was a necessity. Terms and questions used were not easily understood by the organization. This resulted in having to continuously adjust the approach.

For example, when trying to figure out the overarching problem the community faced, and the causes of those problems, I found it extremely helpful to use the power of stories. To explain the main problems and their causes, I offered the example of murder. Generally, individuals do not murder others without reason. The motive behind the individual’s actions could be childhood traumatic experiences, pain, loneliness, etc. This analogy helped the organization draw comparisons between the example and the initial question asked. Their main or overarching problem was equated to the hypothetical murder, and their related causes were the equivalents to the reasons behind “said” murder. Stories increased the fluidity and effectiveness of the Fishbone Diagram.

Continue reading Using the PDIA Toolkit to Help a Nonprofit in Philadelphia