P L A N N I N G 1 0 1 - G E T T I N G T H I N G S D O N E I N T H E P U B L I C S E C T O R

IDEA -> DESIGN -> STARGATE -> IMPLEMENTATION -> RESULTS

The Universal Journey to Success 1 <- RE-EVALUATION ->

BIGGEST DANGER GUIDING PRINCIPLES TOOLS & TECHNIQUES RESOURCES

IDEA: The undertaking
must start with a good
idea preferably derived
from an analytic process.
Confirmation Bias (Tolstoy Use analytic process to
Syndrome): looking only test preconceived notions;
at evidence that confirms involve smart people w/
your view of the world. diverse backgrounds;
seek out system thinkers,
use interdisciplinary
teams; expand the idea
pool; reach across
boundaries & jurisdictions;
embrace opponents to
sharpen analytics and
dispel unsupportable
assumptions and faulty
preconceptions.
Locate skilled translators Johan Lehrer, How We
who can transform Decide (2010); John S.
technical data to Hammond, Ralph L.
information; construct Keeney, Howard Raiffa,
opportunities for Smart Choices: A
communication that Practical Guide to Making
support an idea- Better Decisions (2002).
generating environment;
reward skepticism; work
backwards from the
desired result; adopt the
opposing view to
encourage assertive
inquiry; ask what others
think who may be more
distanced from the
problem; change meeting
locations, combine
problem with other issues
for a novel view.

1Politics is the art of the possible (Otto von Bismarck). See William D. Eggers & John OLeary, If We Can Put a Man on the Moon: Getting Big
Things Done in Government (Boston: Harvard Business Press, 2009), 10, 15, 46-49, 56, 75-77, 80, 102-5, 132-4, 153, 163-6, 193-5, 216-8.

Lyle Brecht DRAFT 1.2 Friday, June 18, 2010! ! ! ! Page 1 of 3

 P L A N N I N G 1 0 1 - G E T T I N G T H I N G S D O N E I N T H E P U B L I C S E C T O R

BIGGEST DANGER GUIDING PRINCIPLES TOOLS & TECHNIQUES RESOURCES

DESIGN: The idea must Design-Free Design Trap: Good implementation Ask: How is this going to The curious task of
be specific enough to substituting drafting for cannot save bad design; fail? (failure mode effects economics is to
become an design. dont confuse good analysis - FMEA); ask can demonstrate to men how
implementable design. intentions w/ good this be prototyped or pre- little they really know
design; probe for design engineered; role play how about what they imagine
weaknesses; dont wait to failure can occur; develop they can design (Friedrich
find glaring weaknesses a robust business case; von Hayek), IDEOs
until after implementation. consult w/ stake-holders Methods Decks;
as to what is likely to fail; Stanford University
consult w/ those Institute of Design;
experienced in design Harvard University
review methodologies Graduate School of
(e.g. Six Sigma, statistical Design.
analysis, business
analysis, etc.)

STARGATE: The design Stargate Trap: letting Dont stifle debate or Encourage public debate; Harvard Negotiation
must win approval politics overwhelm the dissent; dont rush or require a workability Project
signaling a moment of project to the point that force through an idea assessment (how
democratic commitment. this compromises the before youve reached a implementable is this idea
idea, the design, and/or consensus understanding really?); practice
the implementation so as on the idea; take the idea principled negotiation
to negate potential useful to the people; be ready to (Getting to Yes) and know
results. champion change; your BANTA (best
maintain your personal alternative to a negotiated
integrity through the agreement)
debate: be honest, treat
everyone w/ respect,
maintain balance,
maintain a passion for the
mission, avoid irrational
behavior, selfless
contribution is key.

Lyle Brecht DRAFT 1.2 Friday, June 18, 2010! ! ! ! Page 2 of 3

 P L A N N I N G
IMPLEMENTATION:
There must be competent
implementation.
RESULTS: The initiative
must generate desired
results.
REEVALUATION: To be
successful in the long run,
over time, both what is
being done and how it is
being done must be
subjected to reevaluation.
Lyle Brecht DRAFT 1.2 Friday, June 18, 2010!
1 0 1 - G E T T I N G
BIGGEST DANGER
Overconfidence Trap:
unrealistic optimism that
promotes lack of planning
necessary to avoid failure.
Sisyphus Trap: believing
that change will be easy,
inexpensive and/or
conflict free.
Complacency Trap: this is
the way weve been doing prevent trying things that
things for years, so why
change. Silo Trap:
everything is great
because I cant see the Apply systems thinking to
end-to-end process.
T H I N G S D O N E I N T H E P U B L I C
GUIDING PRINCIPLES TOOLS & TECHNIQUES
Be realistic as to Use standard project
necessary resources, management tools: task &
time, and budget to be milestone management,
successful; manage stakeholder management,
expectations; get it right change management,
the first time; establish technical management,
clear accountability for risk mapping, resource
success; plan for failure allocation, include
and delays and how you scenario plans (be ready
will recover; use iterative for unforeseen problems).
design process during
implementation sage
Understand the landscape Know the people doing
that you are operating in; the work; invest in
focus on the mission - developing the people
solving the problem; involved w/
watch out for perverse implementation; use
incentive that reward culture transformation
destructive behavior; be tools and network
aware of cultural governance methods to
differences; locate improve long-term
leadership equally implementation practices.
comfortable in political
and bureaucratic worlds.
What is should not Build in metrics of what
constitutes success,
never were; do less include a sunset review,
better; change the default engage strategic options
status; ask what if? analysis, practice iterative
design process during re-
overcome silo thinking. evaluation.
! !
S E C T O R
RESOURCES
Peter Bernstein, Against
the Gods: The
Remarkable Story of Risk
(1998); Nassim Nicholas
Taleb, Fooled By
Randomness (2001) and
The Black Swan (2007)
Eric M. Patashnik,
Reforms at Risk: What
Happens After Major
Policy Changes Are
Enacted (2008).
Douglas W. Hubbard,
How to Measure Anything
(2007); Peter Senge, The
Fifth Discipline (2006);
John Sterman, Business
Dynamics (2000).
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