Monthly Archives: August 2015

Learning from failure in complex environments

In his second blog post on the Learning from Failure workshop, Dyfrig Williams looks at failure in a complex environment.

It’s now been a few weeks since the Learning from Failure workshop, and my subsequent admission that I haven’t been very good at learning from my own failure. The event took place at the Wales Audit Office, so it was perhaps inevitable that we discussed the role of audit in learning from failure.

Systematic failure

James Reason Swiss Cheese Model. Source: BMJ, 2000 Mar 18:320(7237): 768-770

James Reason Swiss Cheese Model. Source: BMJ, 2000 Mar 18:320(7237): 768-770

Chris Bolton’s presentation was on the James Reason Swiss Cheese Failure Model, which compares human systems to layers of Swiss Cheese. Reason chose Swiss Cheese for a reason (see what I did there), as each layer is a defence against mistakes and errors, and things go badly wrong when the holes line-up. There’s an interesting critique of the model in the comments by Matt Wyatt of Complex Wales.

After a good Twitter conversation on the merits of different types of cheese as defence (I went patriotic and chose Caerphilly – ‘I crumble in the face of failure’), I looked at a model that Matt has developed, called the ‘Timeline of Inevitable Failure.’

Whereas the Swiss Cheese Model is a reflective model (you look back and check out the failure after Timeline of Inevitable Failureit’s occurred), Matt’s model is interesting as it offers opportunities to reflect on failure and its consequences at different stages, which fits in with a systematic approach to failure and chimes with some of the thinking in my last post on examining failure rigorously.

To be able to rectify failures at the early stage of the timeline, we have to be open and frank about failure, or issues will escalate and become bigger problems. By being comfortable with minor instances of failure, we’ll also be better prepared for when things go drastically wrong. As Matt says in another comment, ‘complex living systems will always fail, so instead of trying to make them failsafe, it’s much more useful to make them safe to fail.’ It’s well worth reading Chris’ post on Trojan Mice, which are safe to fail pilots, before delving in to a video of Dave Snowden discussing them as part of the Cynefin Framework.

You can see this approach in action through the work of the Bromford Lab and Dublin City Council’s Beta Projects. In terms of the latter, it’s worth checking out how their painting of traffic signal boxes led to less tagging and graffiti.

What does this mean for audit and audited bodies?

Aside for the recommendation  in the workshop to take your auditor out for lunch to better understand their approach to failure (which I’m completely on board with by the way!), this all relates to the complex environment in which public services are delivered and audited.

In Wales, this environment is about to change fundamentally with the Wellbeing of Future Generations Act. It’ll need a shift in thinking for organisations, as they’ll have to improve people’s wellbeing without compromising the ability of future generations to meet their needs. It’ll also be a challenge for us at the Wales Audit Office – it’s difficult to measure success when you don’t know what the future will look like. There’s a great post on the Wales Audit Office blog that outlines these challenges by Ann Webster, Assistant Auditor-General of New Zealand.

We’ve already shared steps that organisations can take to report effectively, including integrated reporting, at a seminar we held with the Sustainable Futures Commissioner. But in terms of this event, I was struck by some simple steps that organisations can take to evidence improvement. Jonathan Flowers gave a great example of how a Neighbourhood Network Scheme Manager asked for two instances a month of how the service had improved people’s lives. These narratives show that the service is moving in the right direction and can be used at the project evaluation stage.

Where now?

When it comes to evaluating our project, we’ve been gathering examples of how our work has led to organisations adopting good practice. These aren’t often measures in themselves, but complex case studies of how services have changed.

And in terms of our work, it’s important that we continue to have these conversations about failure, so that it’s normalised and people can be honest about it. And if we can do that, we’re in a better place to help organisations take further steps to improve their services.

Dysgu o Fethiant mewn amgylchedd cymhleth

Yn ei ail blogbost am weithdy Dysgu o Fethiant, mae Dyfrig Williams yn edrych ar fethiant mewn amgylchedd cymhleth.

Mae cwpl o wythnosau wedi mynd heibio ers y gweithdy Dysgu o Fethiant, ac mae fe hefyd wedi bod yn sbel ers fy ymateb iddo, ble wnes i gyfaddef fy mod i heb ddysgu lot o fy methiant i. Cynhaliwyd y digwyddiad yn Swyddfa Archwilio Cymru, felly roedd ein trafodaeth amdano rôl archwilio mewn dysgu o fethiant braidd yn anochel.

Methiant systematig

Model Methiant Caws y Swistir gan James Reason

Model Methiant Caws y Swistir gan James Reason. Ffynhonnell: BMJ, 2000 Mar 18:320(7237): 768-770

Roedd cyflwyniad Chris Bolton ar Fodel Methiant Caws y Swistir gan James Reason, sy’n cymharu systemau dynol i haenau o Gaws y Swistir. Dewisodd Reason Caws y Swistir am reswm, gan fod pob haen yn amddiffyniad yn erbyn camgymeriadau a gwallau, ac mae pethau’n mynd o chwith pan mae’r tyllau’n galluogi i’r methiant parhau. Mae ‘na feirniadaeth ddiddorol o’r model yn y sylwadau gan Matt Wyatt o Gymhleth Cymru.

Ar ôl sgwrs dda ar Twitter ar wahanol fathau o gaws fel amddiffyniad (fel gwladgarwr dewisais i gaws Caerffili – ‘Rwy’n crymblo yn wyneb methiant’), edrychais i ar fodel mae Matt wedi datblygu o’r enw’r ‘Llinell Amser o Fethiant Anochel.’

Llinell Amser o Fethiant AnochelMae Model Caws y Swistir yn fodel adlewyrchol (gan eich bod chi’n edrych yn ôl ar y methiant ar ôl iddo gymryd lle), ond mae gen i ddiddordeb mewn model Matt achos bod e’n cynnig cyfleoedd i fyfyrio ar fethiant a’i ganlyniadau ar wahanol gyfnodau. Mae hwn yn cydseinio â’r ymagwedd systematig tuag at fethiant yn fy mlogbost diwethaf ar adlewyrchu ar fethiant yn drylwyr.

Er mwyn gallu unioni’r methiannau yng nghyfnod cynnar y llinell amser, mae’n rhaid i ni fod yn agored a gonest am fethiant, neu bydd materion yn gwaethygu i fod yn broblemau mwy. Os ydym yn gyfforddus â mân achosion o fethiant, rydyn ni hefyd yn allu paratoi’n well ar gyfer pan mae pethau’n mynd yn rili wael. Fel mae Matt yn dweud yn sylw arall, ‘Mae systemau byw cymhleth bob amser yn methu, felly yn hytrach na cheisio dileu methiant, mae’n llawer mwy defnyddiol i’w gwneud yn ddiogel i fethu.’ Mae’n werth darllen blogbost Chris ar ‘Lygod Trojan,’ sef cynlluniau peilot sy’n ddiogel i fethu, cyn gwylio fideo o Dave Snowden sy’n trafod nhw fel rhan o’r Fframwaith Cynefin.

Gallwch weld y dull hwn ar waith drwy waith y Bromford Lab a Phrosiectau Beta Cyngor Dinas Dulyn. O ran Cyngor Dulyn, mae’n werth edrych ar sut mae paentio o flychau goleuadau traffig wedi arwain at lot llai o dagio a graffiti.

Beth mae hwn yn meddwl i archwilwyr a’r cyrff sy’n cael eu harchwilio?

Ar wahân i un awgrym yn y gweithdy i gymryd eich archwilydd allan am ginio i drafod eu hymagwedd tuag at fethiant (ac rydw i’n hollol gytuno â hyn gyda llaw!), mae hyn i gyd yn ymwneud â’r amgylchedd cymhleth mae gwasanaethau cyhoeddus yn cael eu darparu a’u harchwilio ynddo.

Yng Nghymru, mae’r amgylchedd yma ar fin newid yn sylfaenol pan mae Deddf Lles Genedlaethau’r Dyfodol yn cael ei gyflwyno. Bydd rhaid i fudiadau meddwl ychydig yn wahanol am eu gwaith, achos bydd rhaid iddynt wella lles pobl heb beryglu gallu cenedlaethau’r dyfodol i ddiwallu eu hanghenion. Bydd y ddeddf hefyd yn her i ni yn Swyddfa Archwilio Cymru – mae’n anodd mesur llwyddiant pan ddydych chi ddim yn gwybod beth fydd y dyfodol yn edrych fel. Mae blogbost wych ar flog Swyddfa Archwilio Cymru ble mae Ann Webster, Archwilydd Cyffredinol Cynorthwyol Seland Newydd yn amlinellu’r heriau ni’n wynebu.

Rydyn ni eisoes wedi rhannu rhai camau gall mudiadau cymryd i adrodd yn ôl yn effeithiol, gan gynnwys adrodd integredig, mewn seminar wnaethon ni rhedeg gyda’r Comisiynydd Dyfodol Cynaliadwy. Ond o ran y digwyddiad yma, wnes i gael fy nharo gan rai camau syml gall mudiadau cymryd i ddangos gwelliant. Rhoddodd Jonathan Flowers enghraifft wych o sut wnaeth Rheolwr Cynllun Rhwydwaith Cymdogaeth gofyn am ddau achos y mis o sut y mae’r gwasanaeth wedi gwella bywydau pobl. Mae’r naratif yn dangos bod y gwasanaeth yn symud i’r cyfeiriad iawn ac mae’n gallu cael ei ddefnyddio i werthuso’r prosiectau.

Ble nawr?

O ran ein gwerthusiad, rydyn ni wedi bod yn casglu enghreifftiau o sut mae’n gwaith ni wedi arwain at fudiadau’n mabwysiadu arfer da. Dyw’r rhain ddim yn aml yn fesurau ynddo’u hunain, ond maen nhw’n astudiaethau achos cymhleth o sut mae gwasanaethau wedi newid.

Ac o ran ein gwaith, mae’n bwysig bod ni’n parhau i drafod methiant, fel bod e’n cael ei normaleiddio a gall pobl fod yn fwy onest amdano. Ac os gallwn ni wneud hynny, byddwn ni mewn lle gwell i helpu mudiadau i gymryd camau pellach i wella eu gwasanaethau.

A declaration of independence

We recently held shared learning seminars with the Older People’s Commissioner for Wales on the continued independence of older people. Sarah Rochira, the Older People’s Commissioner for Wales, outlines her thoughts on independence.

Sarah Rochira, Older People's Commissioner for WalesI was delighted to attend the Shared Learning Seminars in Cardiff and Llanrwst in July 2015, two excellent seminars organised by the Good Practice Exchange team. It was a pleasure to see so many service providers from the public and third sectors, as well as older people themselves, attending. The fantastic attendance, the wide range of matters discussed and the exchange of ideas and good practice showed that this is an issue that resonates with many and that maintaining the independence of older people is important for providers, communities and individuals alike.

My focus was on the misconceptions and anomalies that exist around older people in public service delivery:

  • The needs and interests of older people are confined to health and social care: All policy areas and portfolios are relevant to older people and ensuring that housing, transport, education and leisure services, for example, are working together to help maintain the independence of older people is a key priority for me and something that I am working on with governments at all levels. Furthermore, service planning should be done with older people rather than to them. Older people possess a wealth of knowledge and experience and as regular users of services, are ‘experts by experience’ in how services should be delivered.
  • Older people require large-scale strategies, plans and policies: In my discussions with older people across Wales I never hear about strategies and plans. What older people need to help maintain their independence are the small things that often make all the difference. Adaptations to people’s homes and innovative cost-effective investments in ‘lifeline’ community services such as public buses, toilets and libraries are crucial in this regard. Older people ask for very little and these small-scale investments can make all the difference in keeping older people active and engaged with their communities.
  • Older people are the sole beneficiaries and recipients of public services: Older people are worth over £1bn to the Welsh economy annually. Wales’ public services would simply grind to a halt without the huge contribution of older people through volunteering and unpaid care, for example. Older people are invaluable assets and we should be investing in them to increase their contribution to economies and communities across Wales. Older people and the impact of an ageing population are frequently referred to in negative, derogatory ways and we need the public, private and third sectors to work together and change our starting point: frailty and dependence are not an inevitable part of ageing and with a little help, older people can contribute so much more. An ageing population brings it with many opportunities if we change the language and take an asset-based approach.

During the seminars, it was wonderful to not only hear about the exciting and innovative schemes underway across Wales to support older people to maintain their independence – from pop-up libraries in the Vale of Glamorgan, to gardening clubs in Wrexham, integrating services in rural Ceredigion and digital inclusion classes elsewhere – but to also hear from older people themselves about their views and experiences, and the difference that these services can make to their lives. As always, quite simply inspiring.

I was also pleased to hear that the Ageing Well in Wales Programme has inspired older people as well. The five priority themes of the Programme all have a crucial role in supporting older people to maintain their independence and with over 450 network members now working on Ageing Well aims in communities across Wales, the Programme is gathering pace.

Following the seminars and subsequent Wales Audit Office report I am keen to keep the momentum going and I will continue the excellent co-operation with the Auditor General for Wales and the Good Practice Exchange team to ensure that the importance of maintaining the independence of older people is recognised by everyone and beneficial for all.

Service deliverers need to work together towards the same outcomes. A preventative approach and the integration of services are crucial to enable older people to get out and about and have lives that have value, meaning and purpose. This approach will improve the resilience of individuals and communities alike, reducing the dependence on our health and social care services and ensuring that Wales is a good place to grow older – not just for some, but for everyone.

Datganiad o annibyniaeth

Rydym wedi cynnal seminarau dysgu a rennir gyda Chomisiynydd Pobl Hŷn Cymru yn ddiweddar ar annibyniaeth barhaus pobl hŷn. Isod mae Sarah Rochira, Comisiynydd Pobl Hŷn Cymru, yn amlinellu beth mae hi’n meddwl ynglŷn ag annibyniaeth.

Sarah Rochira, Comisiynydd Pobl Hŷn CymruRoedd yn bleser cael mynychu’r Seminarau Dysgu ar y Cyd yng Nghaerdydd ac yn Llanrwst ym mis Gorffennaf 2015. Dyma ddwy seminar ragorol a drefnwyd gan dîm y Gyfnewidfa Arfer Da. Roedd yn bleser gweld cymaint o ddarparwyr gwasanaeth o’r sector cyhoeddus a’r trydydd sector, yn ogystal â’r bobl hŷn eu hunain, yn bresennol. Dangosodd y presenoldeb gwych, yr amrywiaeth eang o faterion a drafodwyd a’r syniadau a’r arferion da a gafodd eu cyfnewid bod hwn yn fater o bwys i lawer o bobl a bod cynnal annibyniaeth pobl hŷn yn bwysig i ddarparwyr, cymunedau ac unigolion fel ei gilydd.

Roedd fy ffocws i ar y camsyniadau a’r amryfusedd sy’n bodoli mewn perthynas â phobl hŷn wrth ddarparu gwasanaethau cyhoeddus:

  • Mae anghenion a buddiannau pobl hŷn wedi’u cyfyngu i iechyd a gofal cymdeithasol: Mae pob maes polisi a phortffolio’n berthnasol i bobl hŷn ac mae sicrhau bod gwasanaethau tai, trafnidiaeth, addysg a hamdden, er enghraifft, yn cydweithio er mwyn helpu i gynnal annibyniaeth pobl hŷn yn flaenoriaeth allweddol i mi. Mae’n rhywbeth rwyf yn gweithio arno gyda llywodraethau ar bob lefel. Hefyd, dylid cynllunio gwasanaethau gyda phobl hŷn yn hytrach nag ar eu cyfer. Mae gan bobl hŷn gyfoeth o wybodaeth a phrofiad ac fel defnyddwyr gwasanaeth rheolaidd, maent yn ‘arbenigwyr trwy brofiad’ ar sut ddylid darparu gwasanaethau.
  • Mae pobl hŷn angen strategaethau, cynlluniau a pholisïau ar raddfa fawr: Yn fy nhrafodaethau gyda phobl hŷn ledled Cymru, dydw i byth yn clywed am strategaethau a chynlluniau. Yr hyn mae pobl hŷn ei angen er mwyn helpu i gynnal eu hannibyniaeth yw’r pethau bychain sy’n gwneud byd o wahaniaeth yn aml. Mae addasiadau i gartrefi pobl a buddsoddiadau cost-effeithiol arloesol mewn gwasanaethau cymunedol ‘allweddol’, fel toiledau, llyfrgelloedd a bysus cyhoeddus, yn gwbl hanfodol yn y cyswllt hwn. Nid yw pobl hŷn yn gofyn am lawer a gall y buddsoddiadau bychain hyn wneud byd o wahaniaeth o ran cadw pobl hŷn yn egnïol ac yn rhan o’u cymunedau.
  • Pobl hŷn yw’r unig rai sy’n derbyn ac yn elwa o wasanaethau cyhoeddus: Mae pobl hŷn yn werth mwy nag £1 biliwn i economi Cymru bob blwyddyn. Byddai gwasanaethau cyhoeddus Cymru’n dod i stop heb gyfraniad enfawr pobl hŷn, drwy wirfoddoli a gofal di-dâl, er enghraifft. Mae pobl hŷn yn asedau amhrisiadwy a dylem fod yn buddsoddi ynddynt er mwyn cynyddu eu cyfraniad at yr economi ac at gymunedau ledled Cymru. Cyfeirir yn aml at bobl hŷn ac at effaith poblogaeth sy’n heneiddio mewn ffordd negyddol ac israddol. Mae’n rhaid i’r sectorau cyhoeddus a phreifat a’r trydydd sector gydweithio a newid eu man cychwyn: nid yw dibyniaeth a breguster yn rhan anochel o heneiddio a gydag ychydig o help, gall pobl hŷn gyfrannu llawer mwy. Mae poblogaeth sy’n heneiddio’n cynnig llawer iawn o gyfleoedd os allwn ni newid yr iaith a gweithredu ar sail asedau.

Yn ystod y seminarau, roedd yn hyfryd clywed nid yn unig am y cynlluniau cyffrous ac arloesol sydd ar droed ledled Cymru i gefnogi pobl hŷn i gynnal eu hannibyniaeth – o lyfrgelloedd dros dro ym Mro Morgannwg i glybiau garddio yn Wrecsam, integreiddio gwasanaethau yng nghefn gwlad Ceredigion a dosbarthiadau cynhwysiant digidol mewn llefydd eraill – ond hefyd clywed gan y bobl hŷn eu hunain am eu barn a’u profiadau, a’r gwahaniaeth y gall y gwasanaethau hyn ei wneud i’w bywydau. Fel arfer, roedd yn gwbl ysbrydoledig.

Roeddwn yn falch hefyd o glywed bod y Rhaglen Heneiddio’n Dda yng Nghymru wedi ysbrydoli pobl hŷn hefyd. Mae gan y pum thema blaenoriaeth yn y Rhaglen ran allweddol i’w chwarae i gyd mewn cefnogi pobl hŷn i gynnal eu hannibyniaeth. Gyda mwy na 450 yn aelodau o’r rhwydwaith erbyn hyn ac yn gweithio ar amcanion Heneiddio’n Dda mewn cymunedau ledled Cymru, mae’r Rhaglen yn ennill momentwm.

Yn dilyn y seminarau, ac adroddiad dilynol Swyddfa Archwilio Cymru, rwyf yn awyddus i gynnal y momentwm a byddaf yn parhau â’r cydweithredu rhagorol ag Archwilydd Cyffredinol Cymru a thîm y Gyfnewidfa Arfer Da, er mwyn sicrhau bod pwysigrwydd cynnal annibyniaeth pobl hŷn yn cael ei gydnabod gan bawb ac o fudd i bawb.

Rhaid i ddarparwyr gwasanaethau gydweithio tuag at yr un canlyniadau. Mae dull ataliol ac integreiddio gwasanaethau’n hanfodol er mwyn galluogi pobl hŷn i godi allan a byw bywydau llawn ystyr, pwrpas a gwerth. Bydd y dull hwn o weithredu’n gwella gwytnwch unigolion a chymunedau fel ei gilydd, gan leihau’r ddibyniaeth ar ein gwasanaethau iechyd a gofal cymdeithasol. Bydd hyn yn sicrhau bod Cymru’n lle da i dyfu’n hŷn ynddo – nid dim ond i rai, ond i bawb.

Failing to learn from failure

How can public services make use of learning and information that result from failure? Dyfrig Williams blogs on learning from failure.

Last week I attended the Learning from Failure workshop in Cardiff. Before I go any further, I should clarify that these reflections are very much on my own process of working, rather than the work of the Good Practice Exchange.

The event was a bit of an eye-opening session, as it gave us all as participants the scope to look at aspects of our work that are not traditionally discussed. But why not?

In her paper on ‘Strategies for learning from failure,’ Amy C. Edmondson shares the Spectrum of Failure, which shows that blameworthy failure rarely results from the actions of any one individual. So why do we still tend to think that an effective and productive workplace culture is one that shuns failure and casts blame at all costs?

Order, order!

In the group exercise, each table designed an enabling environment for innovation, and each one was an environment where failure was accepted. Which makes sense, because we’re not encouraging innovation by cracking down on failure, we’re cracking down on ideas for new ways of working.

I was given the task of feeding back our table’s thoughts, which were based around the point that an enabling environment is complex and messy. What I personally meant by this is that a traditional approach, and the way that I’ve tended to approach innovation, is messy. My own innovation has often been a by-product, rather than an outcome or focus I’ve chased. It’s not been something that’s been identified in my appraisals, and it’s not been something that I’ve had to report back on to measure success.

This messiness is complicated even further by the environment that we’re working in. There is no one-size fits all solution for issues around public service access and delivery. What works in one community may not work in another.

However, there are approaches to innovation in the wider world that are much more rigorous. It was interesting to look at the work of the Bromford Lab, who have got a much more structured approach to innovation by testing ideas. One of their founding principles is ‘to fail fast,’ which means that they uncover lots of information and learning from their tests.

This planned approach makes it much easier to measure the success of innovation. Whilst there is no doubt innovation taking place at Bromford outside the realms of the Lab, taking issues and ideas to the Lab gives scope to evaluate them in a more formal way. This is at its most obvious with their Trello, where evaluation is planned and built in to their testing process.

Making space to evaluate

Making the time to evaluate impact has been the main learning point for me. I’ve tended to treat evaluation as something I do when I get the chance, rather than a process to embed into my work. And if you don’t take the time to properly look into why something’s failed, then there’s little chance to learn from it.

And so my more rigorous process of evaluation begins. The dates are now in the diary – I’ll be taking some time out from my day to day work and getting on with my evaluation. I’ll be leaving the physical space of my desk, which will help me get away from the usual distractions like email and the pile of paper on my desk, and get me in the right headspace to approach a different aspect of our work. Wish me luck!

Methu â dysgu o fethiant

Sut all gwasanaethau cyhoeddus gwneud defnydd gwell o wybodaeth sy’n dod o fethiant? Isod mae Dyfrig Williams yn blogio ar ddysgu o fethiant.

Wythnos diwethaf fe wnes i fynd i’r gweithdy ar Ddysgu o Fethiant yng Nghaerdydd. Cyn i mi fynd ymhellach, mae rhaid i fi wneud e’n glir fy mod i’n cysidro fy ngwaith fy hunain isod, nid gwaith y Gyfnewidfa Arfer Da.

Mae’n deg i ddweud bod y digwyddiad yn agoriad llygad, achos wnaeth e roi’r cyfle i ni gyd edrych ar agweddau o’n gwaith sydd ddim yn cael eu trafod yn draddodiadol. Ond pam ddim?

Yn ei phapur ar ‘Strategaethau ar gyfer dysgu o fethiant,’ mae Amy C. Edmondson yn rhannu’r Sbectrwm Methiant, sy’n dangos mai’n anaml iawn mae methiant yn dod o weithredoedd gan unigolyn. Felly pam ydyn ni’n dal i feddwl bod diwylliant gwaith effeithiol a chynhyrchiol yn un sy’n anwybyddu methiant ar bob cyfrif?

“Order, order!”

Yn yr ymarfer grŵp roedd pob bwrdd yn cynllunio amgylchedd sy’n galluogi arloesi, ac roedd pob un yn amgylchedd lle’r oedd methiant yn cael ei dderbyn. Mae hyn yn gwneud synnwyr, achos dydyn ni ddim yn hybu arloesi drwy glampio lawr ar achosion o fethiant, ni’n clampio lawr ar syniadau am ffyrdd newydd o weithio.

Fe wnes i gael y dasg o adrodd nôl ar beth roedd ein bwrdd ni’n meddwl, ac roedd sylwadau ni i gyd o amgylch y pwynt bod amgylchedd sy’n galluogi arloesi yn un sy’n gymhleth ac yn llawn llanast. Beth roeddwn i’n ceisio cyfleu oedd bod hyn yn ymagwedd draddodiadol, a dyma sut rydw i wedi bod yn dueddol o ystyried arloesi. Mae arloesi wedi bod yn isgynnyrch o fy ngwaith i, yn hytrach na’r canlyniad neu’r ffocws. Dyw e ddim wedi bod yn rhywbeth sy’n cael ei nodi yn fy ngwerthusiadau swydd, a dyw e ddim yn mesur llwyddiant yn fy ngwaith i.

Mae hyn yn cael ei gymhlethu ymhellach achos mae’r amgylchedd ni’n gweithio ynddo yn gymhleth hefyd. Does yna ddim un ymateb sy’n gweithio i bawb sy’n derbyn a darparu gwasanaethau cyhoeddus. Efallai na fydd rhywbeth sy’n gweithio mewn un gymuned yn gweithio mewn un arall.

Wedi dweud hyn i gyd, mae yna rhai dulliau arloesi sy’n llawer mwy trylwyr. Roedd e’n ddiddorol i edrych ar waith y Bromford Lab, sy’n gweithio i strwythur i brofi syniadau arloesi. Un o’u hegwyddorion sylfaenol yw ‘i fethu’n gyflym,’ sy’n golygu bod nhw’n cael gafael ar lot o wybodaeth o’u profion.

Mae’r dull yma yn sicrhau bod e’n lot haws i fesur llwyddiant sy’n dod o arloesedd. Rwy’n siŵr bod yna lot o arloesi yn cymryd lle yn Bromford tu hwnt i’r labordy hefyd, ond mae mynd â syniadau a materion i mewn iddo yn rhoi’r cyfle i werthuso nhw mewn ffordd ffurfiol. Mae’n fwyaf amlwg yn ei defnydd o Trello, lle mae gwerthuso yn rhan hollbwysig o’r broses profi.

Gwneud lle i werthuso

Y prif bwynt dysgu i mi’n bersonol oedd i gwneud yr amser i werthuso effaith. Rydw i wedi tueddu i drin gwerthuso fel rhywbeth sy’n cael ei wneud pan rwy’n cael y cyfle, yn hytrach na’i wneud yn rhan o fy ngwaith. Ac os dydych chi ddim yn cymryd y cyfle i edrych ar pam mae rhywbeth wedi methu, yna does yna ddim lot o gyfle i ddysgu ohono.

Felly rwy’n mynd i ddechrau’r broses o werthuso’n fwy trwyadl. Mae’r dyddiadau yn fy nyddiadur – byddai’n cymryd amser allan o fy ngwaith i werthuso. Fe wnâi gadael fy nesg i, fel fy mod i’n gallu dianc o’r gwrthdyniadau arferol fel e-bost a’r peil mawr o bapurau, er mwyn mynd i’r meddylfryd iawn ar gyfer y gwaith. Dymunwch lwc i fi!

Wisdom Bank

What is the Wisdom Bank and how can an online tool help the people of Torfaen to develop better relationships with each other and public services? Matt Basham of Torfaen County Borough Council tells us more.

Torfaen Wisdom Bank

People know useful stuff.

It’s as true as it is simple.

Everybody has a library of tips, advice, information, let’s call it “Wisdom”, that they carry around in their heads. When we start looking at our local communities in their entirety, and then multiply these information resources by all the people who live there, we are dealing with something really significant and valuable. As someone who works for a local authority, I should have at my fingertips an enormous library of wisdom, which resides within the local residents, communities and businesses. If I could only unlock these resources, I could access information and advice that could deliver huge benefits to society. I could offer support to the vulnerable, advice to the needy, intelligence to local business, help to those who need it most, from a source they trust and respect.

However, society is changing. Modern life is hectic, and we don’t always have time to chat with the people around us. We don’t meet our neighbours as regularly as we once did. We don’t always bump into our friends in the village hall, our community centre, or even our local pub. All too often, we don’t even know our neighbours names.

We’d expect, in this interconnected age, that it would be increasingly easy to share useful, local information online instead. But the reverse seems to be true. There are a number of significant barriers that stop the flow of information between residents, organisations and businesses:

  • The huge size and global nature of the internet makes it increasingly difficult to find information relevant and resonant to our own experience. We are swamped by too much information
  • Potential contributors are frozen out by fear of trolling and cyber bullying. How many informative and helpful videos have you seen posted on YouTube that are greeted by sarcasm, insults and vitriol?
  • The established social media brands are flippant, celebrity obsessed and distant.

Information Sharing on the Wisdom BankIt was with this situation in mind that the Wisdom Bank came about. It seeks to create a local environment, where resources can be created by the community, for the community.

A rigorous safety strategy puts reporting power in the hands of the user. Any reported content, right down to an individual forum response, is immediately suspended pending moderation. This means the cyber bullies and trolls can be weeded out locally. We don’t need to await a policy response from a distant web executive based in Silicon Valley, we can take action locally and immediately.

A new web brand, and intuitive site design encourages community involvement. The Wisdom Bank aims to become recognised as a destination for quality information.

Over time we want the site to work just like a bank, with people ‘depositing’ the knowledge they have to share and ‘withdrawing’ information when they need advice. These knowledge resources aren’t just helpful, they are enormously valuable. They help keep people happy, healthy and secure. They help people find work, cope with stress, or with tough situations. They help local businesses to trade and flourish. So how do we create and maintain useful social connections in the modern world? We have seen the potential of the internet to connect, to bring people together. But to date, no-one as developed something that works in a local context, to provide quality information.

So this is why we need the Wisdom Bank – to create a local online environment, where people are empowered to share their knowledge. In order for our local residents and businesses to engage with the Wisdom Bank, we must build an environment that is fit for their needs.

We worked hard to make the site as safe as we can, and developed a rigorous safety strategy.

We made the Wisdom Bank highly functional, and have developed a site that is clear and easy to use.

Most of all, we made the site welcoming, and have empowered the community to post films and web pages to share their knowledge. We believe that our residents and businesses have important knowledge to share, and we are giving them the tools to achieve this.

As well as posting films and pages, the Wisdom Bank also creates new online networks, based on common interests instead of pre-existing friendships. We give users a variety of communication tools, so they can interact, engage and support each other.

Ultimately, the quality and power of the Wisdom Bank will depend on how our communities engage, and how much they choose to contribute.

As an organisation Torfaen County Borough Council have a strong belief that our residents with respond positively, and create a special and unique resource for the benefit of all.

Visit www.wisdombank.org.uk to explore the potential of this new approach to social media.