Suchergebnisse

The public system of workforce development has existed for over 45 years, yet there are still issues with adequate skill-building, training, and employment for the vulnerable populations the system is mandated to serve. This study first used a modified Delphi method to survey a sample of executive directors and board members of local workforce development areas regarding the proper systems design needed to fulfill the purposes of current federal legislation. Subsequently using a visual representation of an "ideal" local workforce development area, participants were then interviewed and asked about the utility of such a model for strategic planning and systems design purposes. Twenty-one participants completed Round 1 of the modified Delphi survey, and 18 participants completed Rounds 2 and 3. Results from Round 1 of the modified Delphi included a Kendall's W of 0.37, and a Kendall's W of 0.41 from Rounds 2 and 3. A majority of participants (61.9%, n = 13) strongly agreed with the statement that a visual depiction of the system would be useful for a board's strategic planning. The statement ranked number one overall in Rounds 2 and 3 was: "The local board should be the governing authority and should be held accountable for performance and educational outcomes." Qualitative data from the modified Delphi survey were analyzed and synthesized to develop a textual description of the "ideal" workforce development system fulfilling its federally legislated purposes. The textual description was then used to design a systemigram of the "ideal" system. Finally, 12 participants were interviewed for their feedback about the systemigram and its utility in strategic planning; 28 revisions were made to the systemigram. Conclusions drawn from this study included: complexity and simplicity are characteristics of the "ideal" system; local boards should be the "ideal" systems leaders; and the systemigram acts as an epistemic object that would allow for the complementary application of holistic and analytical thinking in local boards' strategic planning processes.

"Offering a pathway to vibrant organizations, this book integrates systems thinking, critical thinking, and design thinking, and provides the tools needed to proactively apply them in the social systems where we live and work. Systemic thinking-the combination of systems thinking, critical systems thinking, and design thinking-provides a way of addressing the complexity of problems faced by public sector managers. Far too often systemic thinking has been discussed theoretically rather than practically. This book changes that, enabling public sector managers and leaders to connect staff, partners, and stakeholders in the pursuit of thoughtfully designed and responsive service. Clearly written and designed to be put to immediate use on the job, each chapter provides a discussion of one a specific practice. Included are guiding principles, a case study, relevant practical tools, and suggestions of for additional practice and reading. Using this book, managers of social systems such as public welfare, healthcare, public schools and libraries, housing and community development, and students of public administration will gain a deeper understanding of organizational systems and design, and a new toolkit to fortify their own organizations"--