Sensemaking and social processes in digital government projects

Abstract

This research identifies main feedback dynamics associated with social processes necessary to make sense of ambiguous project goals, typical of large digital government projects. The study reports on findings from a case analysis using participatory approaches in system dynamics, based on a digital government project integrating information systems of New York's criminal justice agencies. Findings stress the importance of visuals in the sensemaking process that results from the interaction of technical and social outcomes produced through identifying and continuously re-interpreting main project issues and goals. Project analyses suggest that requisite elements of successfully managing this type of project include 1) facilitation that enables diversity of ideas, 2) shared visuals and re-presentations of participants' efforts to work on the issues, and 3) iterative social construction of objectives, progress, and valid processes for doing the work; each of these plays a role in three different feedback processes sustaining (or undermining) the group engagement needed to yield successful integrative work. The study contributes to the literature in digital government by introducing the lenses of people-centered project management processes, an emerging approach in project management, to underscore the role of social processes in technical projects.