By Chris Brooks & Susan Williams – Traditional education is about banking: I am an expert, I have banked this information, and I am going to pour it in your head—and you are going to tell me back what I told you.
So when people face problems, their first thought is, “I need to go and find a lawyer!” They think they have to rely on others, who have the right kind of knowledge, to solve their problems. Now we head straight to the Internet and Google. We are not encouraged to think that we have the capacity to change things ourselves.
Popular education involves passing on skills and content in a collective way; it’s based on the belief that people can do more than they think they can. Good organizing provides people with the ability to learn together and grow. So these processes are connected. more> https://goo.gl/zXQr1h
Working With Culture: the Way the Job Gets Done In Public Programs, Author: Anne Khademian.
By Howard Risher – “Culture Eats Strategy for Breakfast.” That quote is credited to the father of modern management, Peter Drucker. He was saying that leaders need to understand and address their organization’s culture in their planning.
Writers tell us that culture encompasses the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. It sets forth the rules—unspoken and unwritten—for working together.
It’s relevant to reform because it governs behavior in work groups. It influences virtually every interaction of people in performing their jobs. It affects the time they start work, their tolerance for sexist comments, the way they deal with customers—everything.
Culture plays an important role in every successful organization. More than a few writers have argued that it would be great if government could develop a performance culture. That’s one where employees are committed to achieving results. Employees in high performing companies are energized by the culture. It’s reinforced by their reward and recognition practices. more> https://goo.gl/AiEOKL
Posted in Book review, Business, CONGRESS WATCH, Economic development, Economy, Education, History, Leadership, Media, Regulations
Tagged Business improvement, Congress Watch, culture, Government, Leadership, Organization, United States
By Alan Balutis, Dan Chenok, Greg Giddens, Stan Soloway and Jim Williams – The pace of technology is more rapid today. Government, like the commercial sector, has changed its approach to the concept of programs, shifting to a model in which modular steps and agile processes have largely displaced traditional, large-scale “waterfall” strategies. Still, the need for strong program management skills remains central to success.
But, outside of the Department of Defense and a few civilian agencies, program management is not ‘institutionalized’ as an established management discipline.”
- First, we believe there needs to a clear line of leadership. Program management is a core component of agency success and should be treated and embraced as such.
- Second, we need to establish clarity of responsibility and accountability for the delivery of program results.
- Third, with the establishment under PMIAA (Program Management Improvement and Accountability Act) of the program management career field, we must move quickly to design and implement a consistent training and professional development process for program managers, as well as a clear and contemporary set of requirements for hiring them.
- Change management, a skill critical to driving success in managing complex programs involving multiple stakeholders, should be a key element of this curriculum.
- Fourth, to help program managers continue to grow and learn, OMB (Office of Management and Budget) should ensure that the Program Management Policy Council created by the statute is set up effectively.
With these building blocks in place, agencies can zero in on what is most important: performance. Programs fail for many reasons, including inadequate governance, meaningless metrics, and insufficient capacity for or willingness to change. Strong program management can help overcome each of those barriers; without it, they are likely to endure. more> https://goo.gl/PHG67A
Posted in Business, CONGRESS WATCH, Economic development, Economy, How to, Leadership, Net, Regulations
Tagged Business improvement, Congress Watch, Government, Leadership, Organization, Productivity, Program management
By Steve Goodrich – On March 13, President Trump issued an executive order for a Comprehensive Plan for Reorganizing the Executive Branch. It calls for the OMB director and agency heads to develop plans for improving the efficiency, effectiveness and accountability of agencies, subcomponents and programs within 180 days.
I am not naïve, and yes, I have seen this many times before. But if done right, with a strong foundation and a plan, it could work. It could also be another once-and-done exercise that demonstrates little to no value. Many administrations have conducted similar exercises, most of which faded with the political passing. The Trump executive order runs the risk of having little or negative impact, reducing readiness and demoralizing employees. It also has the potential to do great things for our country.
Here are a few suggestions for how to make it work.
- It must involve Congress.
- It should begin with a national summit that results in a strategic plan.
- Someone must be in charge.
- Reorganization must address vertical and horizontal programs.
- Reform must cross agency boundaries.
- Accept that some investment will be necessary.
- Leverage what you have before you throw anything out.
- Make hard decisions.
- Fix the foundation.
- Create a culture of sharing.
- Grow people.
- Address financial issues
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Tagged Business improvement, Congress Watch, Donald Trump, Government, Organization, Productivity, United States