Posted in Prose

Leading and managing change in the public service – some personal reflections

By

Noel A. Ihebuzor

Two types of change – planned and unplanned – are discernable in life. In the public service, planned change is delivered and comes about through successful reforms. Pursuant of such planned change, governments regularlylaunch reform initiatives at varying scales of complexity.  However, we know that not all such reform initiatives succeed.  Indeed the public sphere is littered with the bones of quite a number of failed reform initiatives. The reasons for these failures are diverse.  They include policy inadequacies, poor planning, size, complexity, poor management, socio-cultural incompatibility, limited beneficiary buy-in, stakeholder resistance and tissue rejection, among others. Failed reform efforts represent a huge waste of public time and assets. They erode goodwill and confidence. They can also create bad blood and suspicion between governments and the governed.  As such, every effort should be made to keep them  to a minimum.   In the lines below, I share my reflections on the issue and on how change and reform can be best managed in the public service for the benefit of all.

  1. Good public management hinges on the existence of certain “virtues”. Some of these are Capacity, Efficiency, Effectiveness, Communication, Commitment, Confidence, Integrity, Internal Controls, Transparency and Accountability.
  2. The first four “virtues” are technical, the next three are psycho-affective, and the last three are moral-institutional/environmental.
  3. An effective chief executive is one who knows how to mix these “virtues” to achieve desired outcomes, knowing that every situation would demand a different  mix of these virtues.
  4. Good public management is about a leadership style that brings out the best in followership.
  5. Good public management is about exercising influence. Influence is best when done in a subtle non-authoritarian manner!
  6. Leadership without followership is ineffective. Reform success is leaders + followers.
  7. A good chief executive recognises hierarchies of leadership within followership and empowers these levels of leadership.
  8. An effective chief executive in the public service is a good communicator. Communication and talking down to people are two different things.
  9. Communication is  NOT the same thing as one directional information passing and order barking by a chief executive enamoured of his/her own voice or sense of infallibility.
  10. Chief executives must learn to keep their egos at home when they want to lead change. They should be open to learning and modest/mature enough to accept errors.
  11. The style of a chief executive could alienate a number of persons whose support is critical for the success of the reform package.
  12. Good public management is about doing the right things and doing them right.
  13. Good public management is about value for money. Value here could be people benefit focused or resources to results focused.
  14. Reform interventions and policy changes should be informed by a carefully executed causality analysis and problem tree.
  15. Use a causality analysis and a problem tree to try to understand the situation you want to change before starting to change it. Fast tracking on this important step could spell disaster in the future.
  16. If your causality analysis is poorly or hastily done, the identified interventions are usually wrong and activities based on such result in avoidable wastes.
  17. If a chief executive expends 200 units of resources and effort but gets 20 units of results, then there has been a case of waste of public assets and resources.
  18. To waste public assets and resources is a failure. Actions and reforms that end in failure demonstrate either culpable negligence, poor planning, implementation inadequacies, gross indiscretion in resource management or major personality flaws on the part of the chief executive and his team.
  19. A chief executive can be honest and transparent but still be wasteful.
  20. To be wasteful with public resources is bad. The Igbos say “akpata awunye na ohia anaghi ebute ogaranya” (The person who earns but throws what is earned into the bush will never be wealthy)
  21. If a chief executive plans change and is unable to deliver it, then there are grounds to question that chief executive’s capacity to plan, to lead and manage change.
  22. Change in public management is a blend of continuity and discontinuity. A chief executive who ignores this betrays naivety, and naivety can be a fatal flaw in public management, especially if it is combined with arrogance.
  23. Successful change is the one that builds on the positives of the present as a launch pad for the envisioned future. To ignore present positives, to rubbish them or to be dismissive of them is to invite resistance. It is also to seek to reinvent the wheel.
  24. Change is more successful when the promised benefits of the reform package are so easy to demonstrate.
  25. For every change, even for the best intentioned of changes and reforms, there will be change resistors.
  26. People resist change for several reasons – fear, uncertainty, inertia, reluctance to move away from a comfort zone, self-interest etc.
  27. Change planners must recognise and carry on board the reality of change resistors and come up with proactive and adaptive strategies to manage these.
  28. You need a convergence of interests to move change. Change happens when the ranks of resistors deplete through persuasion and buy-in and when the ranks of adopters and supporters slowly swell. Such a movement requires patience and investment in consensus building.
  29. Failure to recognise the reality and roles of change resistors is to prepare the grounds for failure of any innovation in government.
  30. A good chief executive would undertake a detailed institutional capacity assessment recognise institutional gaps and map out actions to address these before embarking on any change or reform programme.
  31. Chief executive’s will, power and enthusiasm are vital for change but are not enough nor sufficient to see any innovation in government through. .Other important ingredients include building strong constituency support and stakeholder buy-in.
  32. Constituency support and stakeholder buy-in cannot be obtained by a strategy of bullying, verbal abuse, arrogance and or detachment by the chief executive. Constituency support and stakeholder buy-in have to be negotiated.
  33. “I stoop to conquer” should be the mantra of any newly appointed chief executive in government.
  34. A chief executive may need a change management team to push through the change/reform package.
  35. If the change management team is imported, internal stakeholders will feel threatened and use informal power structures and networks to kill/slow down the reform
  36. An effective chief executive uses a change team drawn largely from the inside with a few external persons as change champions.
  37. A chief executive who fails to realise the fact above is naïve.
  38. Change is slow. Government business is slower. To think you can change it in six months or in one year is naïve.
  39. Size is the killer for all change managers. Trying to change everything in one fell swoop is courting failure! The world was created in six days, not one!
  40. Trying to move changes on multiple fronts at the same time can be very exhausting. It conduces at best to partial successes on each front but to failure at the larger impact level because of dispersed and non-focused energies.
  41. The larger the size of the change, the greater will be the tension and confusion in the system. The larger the tension and confusion, the faster your ship of change will hit the rock of failure.
  42. Keep the envisioned change short, simple, manageable and measurable. Succeed with it and then use that success as the stepping stone for the next change.
  43. Successful change is incremental. Chief executives ignore this fact at their own peril.
  44. In governance as in life, incremental small fixes and changes are better and more effective than big bang changes.
  45. Managing a reform/change package in real life involves a series of continuous adjustments, compromises and trade-offs. Rigidity may be fanciful but it can be fatal
  46. When you plan change, think also of the sustainability of the change after you have left office.
  47. Reform initiatives fail for a number of reasons. Unrealistic targets are one of them.
  48. Two other reasons why reforms fail are inadequate environmental scanning and badly done SWOT analysis.
  49. One of the conditions for reform failure is when reforms are politics-based and driven rather than evidence-based and driven.
  50. Blaming institutional resistance and others for the failure of a reform programme and exculpating themselves from any blame whatsoever is a hobby of most ex-chief executives.

Noel Ihebuzor

@naitwt

*** These reflections assume that all necessary resources (especially financial) are available, adequate and timely***

Posted in Uncategorized

419!

Sean Jacobs's avatarAfrica is a Country (Old Site)

7479710Guest Post by Robert Nathan

To be 419′ed is to be fooled. Duped. Swindled. At least that’s the meaning as far as Nigerian slang is concerned — of which this book has plenty on offer. The question is: does Will Ferguson’s Giller-winning novel deliver on the award hype, or does it 419 us? The answer is… yes. “419” begins when a hapless Calgarian falls for a Nigerian email scam (for more info, see your spam folder from ten years ago). He subsequently ruins his finances and offs himself, setting in motion a quest that will see his surviving daughter, Laura, attempt to find out who is responsible.

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RB 1002 SLD

Susan L Daniels's avatarSusan Daniels Poetry

there are no easy answers
but who is asking–
when no one is blamed
but the shooter
we can arm or disarm
we can reify
& never rectify
the flaw in the machine

it’s not the absence of God
in our schools–
our schools are full of gods.
It’s conscience we’re lacking,
all of us jaded & bloated in
humanity so big we can’t see the other
as a we, as an I in different skin;

until we say us
instead of society, instead of them,
instead of the other
until we say me
& own this thing

that makes saints or monsters
giving some too much

& others too little
of what makes us us

we are in no way through this

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RB 1000 SLD

Susan L Daniels's avatarSusan Daniels Poetry

God is easy
when we use Him
to explain what’s wrong here

we love putting words
in His mouth
to suit our politics
and explain prejudice

but if He  spoke, just spoke to us
about how we are the problem
like He did once, in common language
and incarnate
how we own it in our nature
chained to us tighter than breath

we would miss the point again
and, worse than pharisees
we would kill Him again

without the propriety of a trial,
we would lynch Him
or put Him in front of a firing squad

if He spoke

good thing then
that when He comes back
next time, he will be unkillable
and He says
He’s bringing friends

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boomiebol's avatarBoomie Bol

Parrot my foot
and imitate these hands
shriving timbers
from deep down insideThis talk of love
your empty 4 letter word
speaking to my foot
my hand responds as needed

My mouth mirrors yours
in speech or kissing
but what do these lips speak
but echoes?

Traveling down my throat
faster than the speed of light
your shivering echoes leave loss
Lies and much wrong
Your four 4 letter word
Dust in my wind…

And if we must speak of love
I need bigger words
than those four characters
tumbling in the air
trapeze artists
without nets
just skipping past gravity

We cannot fly
we only tumble

By Susan Daniels and Boomie Bol
Boomie Bol in Italics

This poem was initiated by a response to my recent Friday Fictioneers post…between Susan and I the words fell out late at night. Susan is a genius at words so this is…

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Posted in Uncategorized

African literary studies – changing times, challenges and emergent forms!

Ikhide R. Ikheloa's avatarPa Ikhide

Kenneth W. Harrow, distinguished professor of English at Michigan State University pays homage to Professor Pius Adesanmi’s muse – and delivers a rigorous examination of Binyavanga Wainaina’s book, One Day I Will Write About This Place.  He may be reached at harrow@msu.edu.

        About a year ago Biodun Jeyifo told me of a conversation he had with one of his Ph.D. students. She had come to his office in a panic, informing him that her advisor had told her that retaining postcolonialism in her project would only hinder her job search, and that it ought not to play a significant role in her dissertation. We were in the throes of asking where the profession was going, how global studies have now become sine qua non for those seeking to teach non-Western literatures. The fragile place of African literary studies was once again called into question: what would it belong to…

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