GAI N C L AR I TY

EXP LOR E FOR CE S

TO O L

LIST YOUR TOP THEMES

(Note whether they represent an enabler or inhibitor)

Top 6–8 prioritized themes

Lack of infrastructure and tools (inhibitor)
Command & control leadership Style (inhibitor)
Not having the right mindset (inhibitor)
Not engaging with residents / Participatory approach (inhibitor)

Direction (inhibitor)
Quick prioritisation (enabler)

Second tier (themes that just missed the cut)

Lack of systemic collaboration (inhibitor)

Relaxed governance (enabler)
Collaboration (enabler)

Systems Practice | The Omidyar Group 31

 vicious 
UPSTREAM CAUSES Command & control Leadership 
cycle UPSTREAM CAUSES UPSTREAM CAUSES Not engaging with residents / 
Lack of infrastructure and tools UPSTREAM CAUSES style
Not having the right mindset
Participatory approach

Structural Structural Structural Structural

DOWNSTREAM EFFECTS DOWNSTREAM EFFECTS funding from 
DOWNSTREAM EFFECTS DOWNSTREAM EFFECTS
lack of funding  not right space to  legacy services  Not linking up of  Deprioritising 
structure of  central  collectively build  structure for 
staff does not  for sustainable  rather than  engaging with 
have the 
system  government to  the vision and the  frontline staff  various 
maturity for  Council in  service  strategic  designed 
communication  users rather than 
equipment nor  enable short  to engage 
delivery services? finding alternative 

Structural Structural Structural Structural

the training to  the right  functions  term services
approach
sileod budgets  meaningful  streams with 
provide modern  ways to engage 
services
infrastrcuture enable C&C within  with residents residents with them
functions/ 
services
Lack of clarity  Making 
Not having  frameworks  no 
Attitudinal Safety 
Attitudinal Attitudinal
Lack of supportive  assumptions 
Poor tech  around what 
Attitudinal
baseline 
measurements in 
infrastructure and  C&C  we use  measure of  about residents 
infrastructure for  resource  weights cost 
concerns - 
tools at the 
place or the right 
beginning of the  Managerial  demand  might need and 
kind of  needed for  over quality of 
COVID mass working  mindset failure shaping services 
measurements
physical  projects short term 
Lack of co-herent 
by not having  service
based on those
lack of  lack of  from home e.g. 
Being  lack of open 
needing the right  mindset 
principles around 
a ong term 
lack of 
money 
prioritisation  connect physically  spaces and  answer before  driving 
revisioning 
vision - there is 
incentives / 
for 
to networks
risk  making a decision 
People  decision  no survival 

Attitudinal Attitudinal Attitudinal Attitudinal

collaborative  services (eg.  culture for 
being set in  mindset
to invest insfratusture
averse culture - Research  making service pattern)
ecovery/ resurgence/ rethink participation
paralysis with  their ways
infrastructure that  little commitment
cutting costs 
enable team  Being  lack of open  needing the right 
lack of data on  no recovery/  DISCOVERY PARALYSIS

Transactional Transactional Transactional

resurgence/ rethink  and always  there is a limited 
Lack of trust  Lack of trust  mistrust in the 
communication and  top down  users e.g. to 

Transactional
and  answer before  amount of discovery 

team working -  risk  collaborative 

show who  in consideration of  looking for the  you can do, then you  towards  from residents  value of 
poor citizen 
changes the team  approach making a decision  needs a  services (e.g.  cheapest  need to make the 
residents and  and fornt line 
participating 
participation
averse
changes in the service - 
culture sustainability of  option (does it have 
attitude to  - Research  service if not is a vicious cycle
services) - what do  fornt line staff staff an effect?)
lack of  paralysis with 
collaboration unnecessary  4  we do after?
coherent  bureaucracy and  little commitment
way of 
middle 
management that 
lack of  political 
Transactional Transactional Transactional Transactional
innovation and 
cycles
makes it difficult to 
prioritising move and to make 
decisions working within 
constraints
inconsistency of  cost resources are 
spent but the 
Things take  ample funding 
delivery of 
vs
value and impact 
services e.g. what  of projects get 
longer to  during this time  should all services 
impact
diluted in bad 
resolve for end  (but will have long 
be doing as a  leadership
minimum?
users  term 
Lack of the infrastructure and  (residents) Command & control Leadership  consequences to  Not e ngaging with residents / 
budget) Not having the right mindset
tools style Participatory approach

UPSTREAM CAUSES Direction UPSTREAM CAUSES Quick Prioritisation

Structural: Refers to the physical and social environment in which people 
live; both the natural (e.g., air quality or drought) and built environment (e.g., 
Structural Structural housing stocks, a transportation system); as well as political, social and 
DOWNSTREAM EFFECTS DOWNSTREAM EFFECTS
economic institutions and infrastructure (e.g., the electoral system, legal 
system, economic policy, labor unions, church associations).
Structural Structural

Attitudinal Attitudinal Attitudinal: Refers to widely held beliefs, values, norms and intergroup 
relations that affect how large groups of people think and behave (e.g., 
Attitudinal Attitudinal
ethnic tensions, social capital, fears, group trauma, religious beliefs, and 
attitudes like trust in government or a belief in “rugged individualism”).
Transactional Transactional
Transactional: Refers to the processes used by and interactions among key 
Transactional Transactional people (e.g., leaders at all levels) as they deal with important social, political 
and economic issues (e.g., important negotiations, violence, problem solving, 
influence, leadership). Key transactional factors might include things like 
lobbying by human rights activists, the influence of a community elder, 
Direction Quick Prioritisation
mediation by a member of Parliament, or extreme political rhetoric by a 
religious leader.

UPSTREAM CAUSES Lack of systemic collaboration UPSTREAM CAUSES Relaxed governance UPSTREAM CAUSES Collaboration

Structural Structural Structural

DOWNSTREAM EFFECTS DOWNSTREAM EFFECTS DOWNSTREAM EFFECTS
lack of a single point 
Team 
to manage  communication- 
relationships and 
internal stakeholder  remote settings 
changing 
Structural Structural Structural
needs and then 
responding 
holistically to needs communication 
style

Attitudinal Attitudinal Attitudinal

Attitudinal Attitudinal Attitudinal

Transactional Transactional Transactional

Transactional Transactional Transactional

Lack of systemic collaboration Relaxed governance Collaboration