Guest blog by Brian Vandenberg, IPP ’24
When I first enrolled in the Harvard Kennedy School’s Implementing Public Policy (IPP) program, I had no idea how transformative the experience would be. At the time, I was working in Tallahassee, Florida, grappling with a particularly pressing challenge: how to make public transportation more financially sustainable within a city budget that was already stretched thin. As a Strategic Innovation Manager, I was determined to find overlooked solutions to enhance service delivery while managing the public’s resources responsibly. Little did I know, the journey I was about to embark on—one that would span across states, roles, and even cities—would equip me with the tools and mindset to not only address this challenge but also tackle much larger, more complex issues ahead.
From Tallahassee to Harrisonburg: A Journey of Professional and Personal Transformation
When I first joined the program, my goal was clear: I needed to gain new skills and insights that would help me approach the issue of public transportation sustainability from a fresh perspective. My background, while grounded in public administration and city management, had not prepared me for the nuanced world of problem-driven iterative adaptation (PDIA). This methodology emphasizes a flexible, adaptable approach to policy challenges, recognizing that real solutions often emerge through trial, error, and iterative learning. It was an adjustment to adapt to this framework when my background had prepared me to be more conservative in implementing change.
Just as I was diving into the PDIA framework, my professional life took a significant turn. I moved across the country to Harrisonburg, Virginia, to accept a new role as the Assistant to the City Manager. With this transition came a whole new set of challenges, as I began addressing the implementation of the 2043 City Council Vision, a bold and ambitious initiative to shape the city’s future over the next two decades. The complexity of this new responsibility made my earlier work in Tallahassee seem like just the beginning of what would become a more intricate and far-reaching policy journey.
What I Learned from PDIA: A Problem-Solving Framework for the Real World
One of the most valuable lessons I took from the PDIA program is the idea that policy challenges are rarely as simple as they appear on the surface. In my work on transportation in Tallahassee, I learned early on that defining the problem clearly is not just the first step—it is one of the most critical steps in solving it. PDIA teaches us that if we rush to solve the problem without truly understanding its root causes, we risk applying the wrong solutions and ultimately failing.
1. Defining the Problem—Not Just the Symptoms
In the case of Tallahassee’s public transportation sustainability issue, I initially found myself focusing on the symptoms of the problem: the budget shortfalls, the gaps in service delivery, and the rising costs of maintaining and expanding the transit system. But the PDIA approach taught me to dig deeper. Instead of simply looking at the surface-level issues, I learned to ask critical questions about the underlying drivers of the problem.
Through this lens, I realized that the true issue was not just a matter of financial mismanagement or budget deficits—it was about the systemic challenges inherent in the way public transportation services were structured and funded in the city. The issue was complex: it involved Byzantine funding models, insufficient demand and density, and an inability to prioritize long-term restructuring over short-term political wins.
The PDIA framework encouraged me to break down the problem into smaller, more manageable components and identify the entry points where change could occur. By doing so, I could begin to tackle the broader issue piece by piece, rather than trying to solve everything at once. This was a pivotal realization in my work on transportation, and while I had to hand off this project to others, it set the stage for how I would approach problems in my new role in Harrisonburg.
2. Embracing Iterative Learning and Adaptation
A key principle of PDIA is the idea that solutions to complex public policy challenges do not come from a single, one-time action. Rather, they emerge over time through a process of learning and adaptation. In my work on the 2043 City Council Vision in Harrisonburg, I saw this principle come to life in real time.
The 2043 Vision set ambitious goals for the city’s growth, infrastructure, and community development, but the road to achieving those goals was anything but linear. Early on, I realized that the work would require continuous feedback loops, where new information and evolving circumstances would shape the next steps. There was no clear, pre-defined path, and the success of our efforts depended on our ability to adapt as we learned more about the challenges, the opportunities, and the people involved.
One of the most powerful tools in PDIA that helped me navigate this process was the fishbone diagram (or Ishikawa diagram), a tool for deconstructing complex problems into smaller, more manageable causes. By identifying the root causes behind each issue—whether related to governance, funding, or stakeholder engagement—I was able to pinpoint where we could apply pressure to start seeing change.
The iterative approach allowed me to test new ideas on a smaller scale, gather feedback, and adjust accordingly. This process not only helped address immediate challenges but also built the momentum necessary to drive the long-term transformation needed to achieve the city’s vision.
3. Building Relationships and Stakeholder Engagement
Another major takeaway from PDIA was the importance of stakeholder engagement. Public policy challenges, particularly those of the magnitude we face in local government, are never solved in isolation. Whether I was working in Tallahassee or Harrisonburg, I needed to build a coalition of support to ensure that the solutions I proposed were not just feasible but sustainable.
Through the PDIA course, I came to appreciate that the process of solving complex problems is as much about relationships as it is about technical solutions. It’s not just about finding the best policy—it’s about engaging with the people who will be affected by it, ensuring they understand the purpose, and gaining their trust. In my case, that meant meeting with local residents, engaging with business leaders, and working closely with city council members to ensure that the 2043 Vision was not only aligned with the city’s needs but also had the broad-based support required to succeed.
This aspect of PDIA has proven invaluable in my work, especially as I’ve navigated the complexities of local governance in Harrisonburg. By continually engaging with stakeholders, including those who might oppose certain aspects of the plan, I’ve been able to forge a path forward that accounts for competing interests and concerns, making it far more likely to succeed in the long term.
4. Reporting and Reassessing Progress
Lastly, PDIA emphasizes the importance of reporting and reassessing progress regularly. This was a lesson I applied throughout my time working on public transportation sustainability and now in my work on the 2043 Vision. One of the challenges in public administration is the sheer volume of tasks that need to be managed simultaneously, often without the luxury of clear benchmarks or success metrics. The PDIA framework teaches that, by consistently documenting what you’ve learned, what you’ve done, and what challenges remain, you can stay on track and make continuous improvements.
In Harrisonburg, I’ve incorporated this into my approach to the 2043 Vision, ensuring that every step of the process is recorded, shared with key stakeholders, and regularly reassessed to make sure we are moving in the right direction.
Moving Forward: A New Approach to Leadership and Problem-Solving
As I reflect on my experience in the Implementing Public Policy Program at the Harvard Kennedy School, I realize how far I’ve come in understanding the complexity of public policy challenges and how to navigate them with humility, flexibility, and a constant willingness to learn. What began as an attempt to find sustainable solutions to public transportation issues in Tallahassee has now expanded into a broader approach to solving complex, interconnected policy challenges in Harrisonburg.
The PDIA process has not only influenced the way I approach problems but also shaped my leadership style. I’ve learned that leadership in the public sector is not about having all the answers—it’s about creating a culture where questions are welcomed, learning is continuous, and solutions are adapted to meet the ever-changing needs of the community.
For anyone in public service or management, I highly recommend the PDIA program at the Harvard Kennedy School. It’s a truly transformative experience that teaches you how to think differently about problem-solving, engage with diverse stakeholders, and most importantly, embrace the journey of learning and adapting that is at the heart of effective leadership.
This is a blog series written by the alumni of the Implementing Public Policy Executive Education Program at the Harvard Kennedy School. 42 Participants successfully completed this 6-month hybrid program in November 2024. These are their learning journey stories.