This text is about so-called policy windows, situations in which three streams of activity – the problem, policy, and politics streams – align to create an opportunity for policy change within organizations.

This text looks at signals to look for when applying a decision process, to determine if that process cannot be incrementally improved, but needs to be significantly changed.

Incrementalism prioritizes pragmatic adjustments of the current state over transformational solutions, focusing on feasibility and continuity. What are the conditions in which it is interesting to implement incrementalism through decision governance, and what risks does that create?

When a decision process is adapted to comply with a policy, it will include new components – new actions, roles, responsibilities, among others. At the same time, the process needs to be further adapted to ensure that when it is executed, data is collected that can be used as evidence of compliance later on.

Given a specific policy that an organization needs to comply with, how can we adapt the organization’s decision processes to comply with that policy? Or, how does that organization’s decision governance change to help ensure compliance?

This text outlines how the mechanisms for public policy compliance influence various stages of decision-making. If we understand how this influence can occur, we can build decision governance in ways that ensure compliance with the right amount of resources.

Public policies shape decisions and consequently incorporate decision governance. It is interesting to understand how public policy develops and changes, as this helps understand how decision governance can develop and change.