CHAPTER 5: OUTCOME NETWORKS AND RELAT…

CHAPTER 5: OUTCOME NETWORKS AND RELAT… | mybusinessarchitect

Key Concepts

LogicIdentifyRelationshipNetwork InsightTarget GroupSignificantProcess:DefineDevelopUse

Self-Assessment

0/6 completed

Before moving to the next chapter, ensure you can:

**Define program outcomes** using target group, need category, specific need, and direction of change to enable network analysis**Identify and classify** outcome relationships as positive contribution (sequential, additive, enabling), inhibitory contribution, or varying strength (significant, minor)**Build outcome network models** using the four-step method (select, identify, arrange, mark inhibitory) while applying abstraction rules**Distinguish** between PLM (internal program logic) and Outcome Networks (external cross-program relationships) and explain how they integrate**Use outcome networks** to define scope boundaries, identify MOU needs, structure performance measurement, and find strategic leverage points**Validate outcome networks** through stakeholder input and data analysis, refining contribution strength based on evidence

Reflection Questions

Apply these concepts to your own context:

1. **Map the programs in your organization that serve a common strategic outcome. What dependencies exist between their intermediate outcomes?** Are these dependencies formally managed, or do programs operate independently? What value could coordination create?

2. **Think about a program that consistently underperforms despite adequate resources and competent delivery. Could the root cause be dependency on outcomes from other programs that aren't materializing?** How would an outcome network help diagnose this?

3. **Identify an inhibitory relationship in your domain where achieving one outcome reduces another (classic trade-off). How is this trade-off currently managed?** Could an outcome network help stakeholders see the trade-off clearly and negotiate balanced approaches?

4. **Consider performance metrics your organization tracks. Are you measuring leading indicators (early in outcome chains) or only lagging indicators (strategic outcomes)?** How could outcome network analysis improve your measurement strategy?

5. **If you built an outcome network for your jurisdiction's highest strategic priority, how many programs would contribute? Do those programs coordinate?** What MOUs or governance structures could better align their efforts?

Chapter 5: Outcome Networks and Relationships

Learning Objectives

Key Concepts

Self-Assessment

Reflection Questions