Looks carefully at the real-world practice problem we want our front-line service to solve, and then ensures that the other three components are designed in a way that will enable us to see if we have, in fact, solved it.
Asks how we will know whether the service we put in place is any good i.e., what are we going to do, with whom, and with what intended impact?
Ensures that the information collected during our work is structured in the precise ways needed to allow us to interrogate it later and answer our performance management questions.
Systems then use these data structures to capture & visualise the work we are doing, who we are doing it with, and what happened to them; which can then be visualised in reports or analytics dashboards.
Requires us to understand how the front-line service is going to operate successfully for its intended users and be sure that it is working properly before any technology is introduced or modified.
“The better way to introduce IT is to understand the work as a system, improve the way it works without changing the IT (which is treated as a constraint or turned off for the duration) and when the new design is stable, ‘pull’ the necessary IT into the new design. The result is a greater return for lower cost.”
John Seddon ‘Systems Thinking in the Public Sector’ (2008)
Using this combination of disciplines, Jes has led the design of case & information management systems that have now been in daily public & voluntary sector use for over twenty years.
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