Decision making

Moving in circles - weak problem solving skills impose a public price

What’s the public price of ill-defined problems?

How do you normally solve problems? What methods do you use? It’s a question I’ve asked numerous policy and program leaders across all levels of government. That’s because governments are routinely asked to solve some of society’s toughest problems – the ones where the issues are complicated, dynamic, constantly changing and involve many stakeholders, often pulling in different directions. So what are the dominant responses?...

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Problem solving

Smart people doing dumb things – are you one of them?

Humans are amazing. We’re capable of orchestrating moving music, creating beautiful structures and deconstructing the human genome. Why then, when we possess such constructive capabilities, do governments find themselves grasping for answers, businesses struggling to grow, and communities feeling insecure and mistrustful of public and private sector leaders alike? In May, I worked with senior government executives from Australia and New Zealand to build their...

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Man in crisis

Crisis – a leader’s friend in disguise

“How did I get here?” asked the reluctantly departing CEO. “How did we get here?” question citizens in a Brexit-Trump world. “What now?” is their coupled question. A growing suite of societal crises threaten to fracture governments, businesses and communities. Yet perhaps this is a natural part of our collective evolution which, with wise leadership, can unleash a new and productive phase of individual, corporate...

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Public infrastructure investment choices

Public infrastructure: who’s creating great investment options?

The focus on making better infrastructure investment choices begs the question: who’s offering great investment options? While customers and markets have a role to play in achieving better infrastructure performance, they’re not the whole solution. Governments must also be more specific about public infrastructure outcomes they want to buy. It’s time the infrastructure community collaborated to perform better in generating sustainable public value. Who’s providing...

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Infrastructure leader fitness

Infrastructure leaders not mentally ‘fit’ for their game

Executives in the infrastructure sector can literally design their way to success. But their language and actions reveal that they don’t believe this to be true. This is despite real evidence to the contrary. Until they display the humility to test their basic assumptions, many millions of dollars will continue to be squandered. Investors must be attuned to this situation to avoid the associated risks...

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Tools that transform

Tools that Transform

A statement often attributed to Albert Einstein is “Problems cannot be solved by the same level of thinking that created them.” It’s a statement that many people will know to be true through their own life and professional experience, and now modern psychology and neuroscience is providing the evidence base to back it up. Whether in corporate life or public service, people need tools to...

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Investment Logic

Innergise gains insights to government investment decisions

Innergise Director, Nick Fleming, recently completed training in the Investment Management Standard applied by governments around Australia and New Zealand. “It’s an excellent method to bring sharp clarity to a problem and whether investment is warranted to resolve that problem,” says Nick. “Good results can be achieved in just a couple of hours if you have the right people in the room and skilled facilitation.”...

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Dream data decision process

Realising the dream

A new paper from Innergise shares valuable insights relevant to any business or program manager. It describes the DREAM process – an elegant approach to shaping decisions and the supporting data that will drive real progress.   As the potential grows to collect and analyse ever increasing amounts of data, business and program managers would do well to first consider how their information needs are being...

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Problem solving practices

The anatomy of opportunity – three key practices to unleash progress

Here’s three key practices, drawn from years of practical experience, which can shift the way you perceive and solve problems, unleashing real progress. Let’s quickly recap In my previous two articles (here and here) I explained why growth and value creation need to come from innovation, investment and improved workplace practices. It’s a formula that public and private sector leaders now agree upon. I also...

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Systems thinking is required

Delivery of productivity and infrastructure – who’s role is it?

Business and government both have important roles to play in driving productivity growth and enabling infrastructure. But are those roles consistent with the traditional policy and practice handbook? Do current conditions demand a distinctly different approach? Are our public finances at risk? “We’ve been leading urban stormwater management practices for years,” said Fred. “We’ve put a lot of public capital into wetlands, and aquifer storage...

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