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Karen Williams

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.

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Karen Williams

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

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

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

  4. 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

  5. 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)

  6. 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

  7. Quality procedures cycle – a linear view

  8. Quality procedures viewed from a Complex Adaptive Systems perspective Communication Stakeholder Interaction Collaboration T R U S T PRODUCT DESCRIPTION Emergence Communication Critical Appraisal Interaction Trust Review Emergence Review PRODUCT

  9. 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

  10. 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

  11. Thank You Karen Williams Senior Quality Improvement Manager Quality Centre Methodology Directorate UK Office for National Statistics karen.williams@ons.gsi.gov.uk

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