Examining the development & practice of quality management at ONS, using both linear and non- linear thinking Karen Williams.

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Presentation transcript:

Examining the development & practice of quality management at ONS, using both linear and non- linear thinking Karen Williams

Introduction The research in context - objectives Perspectives & Definitions An example of the successful use of non- linear thinking

The research in context ONS Quality Centre – its role in this research Developing 2011 Census Project quality procedures Reviewing quality procedures

Perspectives & Definitions Why look at different ways of understanding quality? The development of the traditional approach to quality The challenge to National Statistics Institutes Defining linear (Newtonian paradigm) thinking Defining non-linear (complexity paradigm) thinking

Complex Adaptive Systems (CAS) CAS evolve according to 3 key principles: order is emergent as opposed to predetermined the system’s history is irreversible the system’s future is often unpredictable Dr Kevin Dooley (Arizona State University)

An example of linear v non-linear understanding Project methodology (PRINCE2) The 2011 Census Product Description and development procedure Product Descriptions as ‘order forms’ Self-organisation Enabling framework Research methodology

Quality procedures cycle – a linear view 1.Product Description 2.Review Product Description 3. Product Development 4.Review & Sign-off

Quality procedures viewed from a Complex Adaptive Systems perspective Stakeholder Interaction Communication TRUSTTRUST Collaboration PRODUCT DESCRIPTION Communication Critical Appraisal Interaction Trust Review PRODUCT Review Emergence

Outcomes & Project Recommendations Improved communication Acknowledgement that the Product Description concept worked Simplification of the procedures Creation of a quality group made of representatives of different project work- streams

Conclusions & Recommendations Complexity theory aided understanding A broader definition of ‘customer’ is necessary to improve interaction An ‘enabling framework’ creates the conditions for more successful innovation Further research

Thank You Karen Williams Senior Quality Improvement Manager Quality Centre Methodology Directorate UK Office for National Statistics

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