Information Technology in a Global Economy
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StakeholderEngagementinPolicyDevelopment1.pptxINFORMATION TECHNOLOGY IN A GLOBAL ECONOMY
ITS 832 Chapter 9: Stakeholder Engagement in Policy Development: Observations and Lessons from International Experience
Methodology
Useful engagement tools
Factors that support effective tool use
Foundations of Stakeholder Engagement
Cases
Case comparison
Discussion
Conclusion
METHODOLOGY
Policy making increasingly involves stakeholders
Not just decision makers
Technology provides many benefits
Supports advanced complex modeling
Allows more stakeholders to participate (engage)
Stakeholder engagement
Improves acceptance
Increases policy quality
Reduces iterations for re-work
Two primary questions regarding technology tool use
What types of engagement tools are useful?
What factors support effective tool use?
STAGES OF THE POLICY PROCESS
FOUNDATTIONS OF STAKEHOLDER ENGAGMENT
Stakeholder engagement enhances
Accountability
Efficiency in making decisions
Good governance
Stakeholder
“Any group or individual who can affect or is affected by the achievement of an organization’s objectives.”
First phase
Stakeholder identification and analysis
Stakeholder engagement
Informing
Consulting
Involving
Collaborating
empowering
CASE STUDIES
E-Government Strategic Planning in Afghanistan
Renewable Energy Policy for Kosice, Slovakia
Redesigning the EU Inspection Capability for International Trade
Understanding Child Health Outcomes in New Zealand
Transportation and Urban planning Indicator Development in the USA
E-Government Strategic Planning in Afghanistan
Goal – Develop a nationally owned EGOV strategy and program
Problem
Relied too much on donor funding – not self sufficient – poor country
Lack of understanding in citizen demand for e-gov services
Discrepancies in E-government recognition/application
Ministry of Communications and IT focused on consulting companies
MCIT didn’t see the benefit of Stakeholder contribution
Route to understanding
Survey and Survey analysis
Invite Stakeholders to visioning and strategy development workshops
Mutual consensus on what e-government should be and look like when applied
Results
Convenient public services, transparency, accountability, responsiveness, deter corruption
Renewable Energy Policy for Kosice, Slovakia
Goal: Ensure the new policy would be realistic, supported, and agreed upon
Open Collaboration for Policy Modeling (OCOPOMO) – Week 3, Chapter 6 – same case study
Stakeholder views – OCOPOMO gathers attitude behavior – Scenario
Consistent Conceptual Description (CCD) – Turned Stakeholder scenarios into formal policy models.
Big contribution of OCOPOMO to traditional policy methods – Policy makers are confident about the outcomes of their policies due to Stakeholder involvement
Redesigning the EU Inspection Capability for International Trade
Goal: Improve supply chain visibility – Transparency
Goal II: Stakeholders have a common understanding of their respective situations – system integration – information sharing
Survey based- captures attitude behavior
Lack of trust is a major issue – private/government
Vast amount of data due to such a large industry
Living lab was utilized – Neutral academic environment
Still working with a need for consensus-based agenda for further policy development
WHAT TOOL COULD BE USED TO ANALYZE THIS SITUATION TO PROVIDE FURTHER CLARITY?
Understanding Child Health Outcomes in New Zealand
Develop a decision support tool for policy makers to test different scenarios against realistic data and consider the data alongside other policy-relevant information
Politics
other evaluations
expert consultations
Modelling the Early Life-Course (MEL-C) Week 3, Chapter 6. – ”What if” scenarios
Major limitation – Knowledge research produces vice knowledge that policy makers want.
What could lead to this? STAKEHOLDER CONTRIBUTION!
Micro-simulation model – data intensive – Stakeholder contribution was the missing link to gap the limitation
Transportation and Urban planning Indicator Development in the USA
Chapter 1 we talked about policies being
costly
having long term affects
Impacting large groups of people
Goal: Advocate for different views of urban planning and more explicit and conceptualized
Goal II: Improve legitimacy of the urban planning system by incorporation these values and more indicators into the simulation
UrbanSIM accomplished this – Brought together the large variety of opposing beliefs and value systems.
What type of model do you think UrbanSIM is?
CASE COMPARISON
REFER TO TABLE 9.1
MAJOR TAKE AWAY – STAKEHOLDER INPUT IMPROVES CONFIDENCE FOR BOTH CITIZEN AND POLICY MAKER BY PROVIDING TRANSPARENCY AND BETTER UNDERSTANDING OF THE OVERALL ISSUE.
ITS 832 Chapter 13: Management of Complex Systems: Toward Agent-Based Gaming for Policy
Simulating/Managing Social Complex Phenomena
Leadership and Management in Complex Systems
Serious Gaming
Agent-Based Games for Testing Leadership and Management
Single and Multiplayer Settings
Summary and conclusions
SIMULATING AND MANAGING SOCIAL COMPLEX PHENOMENA
Study of how people interact
Scale prohibits experimentation with real populations
Agent-Based modeling (ABM)
Networked agents
Static – number of actors with numerous contacts – influential leaders – Energy Technology
Dynamic – Clusters of agents that separate from mainstream – Emergent Extremism
Each agent is an individual
Interaction may modify agent behavior
Managing complex phenomena introduces complexity
Techniques to manage turbulent situations may vary – due to variable input/output
Technique success depends on responding to agent behavior
Which may change based on interactions
LEADERSHIP AND MANAGEMENT IN COMPLEX SYSTEMS
Traditional leadership research
Generally focuses on single period in time – an era – leadership evolution
Doesn’t address dynamic relationships – mostly static
Timing of leadership principle application matters – leadership predicts outcome in some situations and different outcomes for other situations
Primary leadership functions
Instructional and regulatory - develop skills – boot camp
Developmental – refine skills – advanced training to apply basic skills
Simulations offer promise to help model leadership in complex systems
SERIOUS GAMING
Applying gaming techniques to real life situations
Flight simulators/TDG/CAS trainer
Effective for evaluating complex environments – all variables in play
Player must interact with multiple actors and situations
Currently used for side range of training applications
Leadership use – different leaders for different environments
Deterministic – limited scope – basic cause and effect
ABMs in serious gaming can help understand more complex interactions – captures the intangibles of human interaction/input
AGENT-BASED GAMING FOR TESTING LEADERSHIP AND MANAGEMENT
ABM games with autonomous AI population
Test leadership style effectiveness
Explore which styles work best in different situations
Determine the best choice for a given scenario
Current state of the art is more conceptual
Advances needed in interfaces
Need to allow users to interact with simulation
Keep players engaged
BEHAVIOR IMPACTED BY MULTIPLE FACTORS
SINGLE AND MULTIPLAYER GAMES
AI may react poorly to management input
Simulating unexpected consequences of decisions
Overactive AI may degrade realism
Players can dynamically see how decisions affect others
Early simulations allow for only single players
Multiple real players adds more realistic interaction
Players replace some AI
Players interact with each other and AI
SUMMARY AND CONCLUSIONS
ABM-based gaming can measure behaviors of players
Supports experimentation in controlled environment
Study leaderships and management in complex systems
Focus
Interaction with leadership
Interaction with players as a result of leadership action
