Systemic Policy Design

Praxis is providing Public Sector leaders as well as professional think-tanks with a comprehensive and Systemic Policy Design (SPD) package, comprising of methods, tools and facilitation services.

The SPD Package is specifically tailored to the peculiarities of each Policy Design context, including highly complex situations where a number of professional teams are operating both simultaneously and consecutively.

The SPD package focuses on two levels of Systemic and Systematic design: within-team level and between-teams level. By applying the SRT™ method as part of each team routine thinking, innovative, out of the box and de-personified products are accomplished. By establishing systemic policy design architecture, the intricate systemic relations in between teams are revealed and highlighted throughout the process, allowing for further systematic examination of their nature.

SPD package uses advance Policy Design Tools that enable an effective discourse with decision makers, and ensures full transparency of the proceedings and outputs toward experts, partners and donors. The unique tools also allow for easier policy reframing when the geo-political environment changes.

Conceptual Early-Warning System for National-Level Defense Organizations

Common Early-Warning systems are based on predefined models and indicators. If the model itself ceases to be relevant due to changes in the nature of threat, the Common Early Warning becomes a trap, as it strengthens a wrong mind-set. As a result, the Defense Organization is doomed to be subjected to Fundamental Surprise.

For national-level defense organizations, Praxis offers a Conceptual Early Warning (CEW) system that captures new trends and threats beyond pre-defined models and enables sensitive reframing of Threat Scenarios. CEW project includes the theory, method, software and training of CEW teams.

Efficient and Relevant Organization

Budget cuts pose a great challenge to managers in the public sector: how to reduce costs and improve efficiencies without harming vital core competencies. Budget cuts, however, also hold a potential for turning the menagerial challenge of how to do more for less, to accomplish current policy, into an opportunity to reframe the policy itself.

SRT™ enables organizations to turn the budget cuts necessity into a winning situation. Through a systemic and systematic examination of tacit assumptions behind the current policy and the exposure of no-men zone issues, the old organizational logic is rationalized and a new and more relevant modus operandi is formulated. Following this process, budgets that were spent according to the old policy's priorities are re-allocated to meet the goals of the new policy. Thus, achieving both better effectiveness and efficiency.