For a generation, one of the most influential ideas to impact public service has been the landmark publication Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector, by David Osborne and Ted Gaebler. A rallying cry to "revolt against bureaucratic malaise" and "build something better," it has inspired many public officials seeking to promote initiative and a sense of ownership in public organizations. Costs have been reduced and programs have been reformed because of the performance management programs inspired by Reinventing Government. However, a recent column in Governing magazine outlined the unintended consequence of performance management: some public officials felt diminished by the performance management process, which shut down creativity needed to solve problems. For reinvention to deliver its high ideal, how can the technical changes such as performance management programs be built upon to allow people and groups to adapt and improve? We offer our help with this through an approach of peace and accountability. This is particularly useful when elected officials struggle with the efficiency and effectiveness of the organizations they have been tasked to lead or when staff feels politicized. This matrix shows the top level "action words" used to describe our assistance:
An approach imbued with peace and accountability doesn't avoid tough issues or assure certain outcome. It does, however, add integrity to an improvement process by building support across the spectrum of opinions on how effective workers and organizations perform. The result: increased creativity, critical thinking, and shared responsibility.
Susan Hockenberry's blog of suggestions for info and updates.