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Section 4 of 6
Pathway 3: Managing complexity

Managing complexity

The 4 capabilities shown as 4 sections in a circle. Capability 3 which is managing complexity, is highlighted.

Managing complexity as a head of service

As a head of service, you balance competing priorities and make strategic decisions in dynamic environments to ensure effective, goal-aligned service delivery. See examples of what that might look like when you manage complexity.

Strategic decision-making in uncertainty

Regularly review data and consult with leadership teams to identify emerging trends, risks, and opportunities before making decisions. This would include data about:  

  • internal performance: metrics on service delivery, workforce and budgetary trends
  • external context: changes in policy, legislation, demographics, social trends, and economic indicators
  • risk and demand data: predictive analytics, risk assessments, and incident reporting to identify vulnerabilities and forecast needs
  • stakeholder input: insights from staff, service users, and partner agencies to understand challenges and opportunities
  • scenario and impact modelling: simulations of potential outcomes and assessments of how changes impact stakeholders
  • governance data: compliance metrics, inspection results, and progress against key performance indicators (KPIs)
  • sentiment and trends: media monitoring, public opinion, and emerging trends in service delivery or technology
  • crisis data: patterns from past crises and contingency resource planning

Balancing competing priorities

Effectively allocate resources across multiple departments, ensuring that high-priority areas receive the support they need while maintaining overall service balance.

Leading case discussions  

Guide leadership teams through complex case discussions, focusing on understanding the root causes of family dynamics and considering diversity and inclusion in decision-making.

Promoting continuous learning

Actively promote a culture of continuous learning and reflection by encouraging leadership teams to:  

  • stay updated on best practices  
  • share their knowledge across the service

Over to you

Spend 10 minutes exploring one of the following: 

  • How do I ensure that I make timely, informed decisions when facing uncertainty or incomplete information?
  • Are there areas where I can improve resource allocation to make sure the service meets the most critical needs?
  • When navigating complex cases, how well do I balance short-term risks with long-term goals? 
  • Are there opportunities for me to strengthen partnerships with external partners and agencies to ensure better outcomes for children and families?

You can use the ‘managing complexity as a head of service’ section in your 4C leadership capability framework action plan for this activity.

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The resources have been developed by Frontline in collaboration with DfE.
Published: 30 January 2025
Last updated: 30 January 2025