I recently read of a very large international aid organization’s efforts to create a grand change through innovation and technology. As an organizational consultant for several small and large PUBLIC and PRIVATE institutions, I can attest to the difficulty (near impossibility) of spurning innovation and change in ANY organization, particularly when an organization does not foster a culture of innovation or organizational improvement and minimalizes individuals in the organization who do. This applies to all types of organizations - whether the donors or contractors, churches or retail stores, schools or municipal governments.
Over the years, I have witnessed several excellent professionals in many facets of public service getting ‘black-listed’ for sharing concerns and suggestions about things needing improvement in their organization. Punitive actions rather than an honest, open dialogue. We often DON’T LIKE to hear what we NEED to hear - particularly when we are headed in the wrong direction. I am the first to admit it. Few people like to hear that we are overweight or that we stink, and few organizations like to hear that their organizational culture is obese or that it stinks. I have a friend who once did just that - told me I stunk - literally. While at the same time offered me an expensive bottle of cologne. I got it. He wasn’t trying to offend me, rather, he respected me enough to save me the embarrassment of offending anyone else. But when we are fat or stinky…we have a choice to make - clean up or continue to put our health at risk or offend those around us. Government can do the same.
Discovering that you stink is embarrassing, but we’ll get over it. Discovering that your organizational culture stinks and that it is costing you $ millions in employee complaints or lost contracts - or costing you the public’s trust - not so easy to get over, but it is a whole lot easier easier than ignoring it. Nelson Mandela once quoted Marianne Williamson, “Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure.” Powerful to do good - to change for the better. To improve our organization’s capacity to to greater things!
I challenge International Development organizations as well as myself and my colleagues in Local Government to take a close look at ourselves AND our organizations and begin a healthy dialogue about ‘what is troubling in our organizations’. Rather then masking our stink with more and more perfume, let’s give ourselves a real good scrubbing. It might not be a comfortable exercise, but the results can be, well…refreshing.
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Follow-up comment rss or Leave a TrackbackAs always Dave you get right to the point and tell it as it is. It is great to see you haven’t lost the knack.
David, you are absolutely correct. Our noses soon fail to detect our own stench once that scent becomes a constant part of who we are. We do need others’ help to “open our Johari window”.
Great metaphor Dave. In an age of turf protection, political correctness, and denial, it takes a courageous voice like yours to tell it like it is and help organizations and people recognize then begin real change.
David; I agree, but it takes a type of leadership that while simple is rare. Notice I said leadership not management. This means delegating authority not responsibility and allowing people to act within a broad vision. And then, as you say, seeing suggestions that don’t appear to fit as opportunities not criticism. Damn, it works!!
Jim Homan
Very well said and straight to the point!! It’s sad when the “stench” becomes the norm.
I completely agree. It is troubling that we think we can create significant positive change in places like Afghanistan with organizations that are not well-suited to implement appropriate solutions. For example, if we look at the projects in Afghanistan, success is measured mostly by Dollars spent and number of projects. Little attention is paid to what the real impact of these projects is or even if there is a better “Afghan” solution. As you state, many people note this “stink” but few do anything about it- there are few like the friend you mention. Instead, most of us are concerned with our own performance evaluations and not stepping on anyone’s feet which could get us “black-listed”. This is especially the case if we are not in a high or decision-making position- although one can probably see with more clarity organizational flaws from a non-decision making position by being closer to on-the-ground realities. This then creates a vicious circle..and new cycles of staff come in and find it easier to continue the same patterns of “by the book” behavior which in the eyes of the higher-ups makes a tour successful. I myself, while working in Afghanistan was black-listed by the PRT for pointing out several organizational flaws and proposing solutions. Definitely something deemed out of line coming from a young female civilian that is not even part of the PRT! Other than the black-listing, however, the results were, as you say, refreshing, since we were successfully able to implement some of these solutions.
Adding a thought here . . . the flip side is that when appointed leadership is putting the building blocks in place for the innovation and change to occur from the employees, bottom up, but that “change” collides with the elected leadership and their own paradigm of what a municipal organization “SHOULD” be doing, it can get messy and is more often unsuccessful, especially in challenging economic times. Innovation is about change, and most human beings simply don’t take to change without a lot of push back. Your thoughts are right on as it speaks to awareness, but you could write another blog about the many potential paths that could be taken once you embrace soul-searching and awareness that change needs to occur.
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