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1、Transforming Knowledge into Results: The Public Service Challenge of the 21 st CenturyBy Jesse Henderson and Stephen K. HackerPublished in American Society of Quality s Government Division Newsletter, 2002Transforming knowledge into results is the challenge of every organization in the 2sl century.
2、As a global non-profit action-research community that specializes in organizational transformation, The Performance Center (TPC) has made this its mission to reduce theory to practice so that individuals, organizations and governments transform themselves into their highest potential.One leading suc
3、cess story is the government of Botswana, having stepped forward to meet their performance possibilities with the aid of TPC over the past eight years.Botswana is a country of endless horizons, of immense natural resources, and of proud but peaceful people. Its two main claims to fame are the fabulo
4、us Okavango Delta and diamonds. These assets have provided inspiring ingredients and the fuel for positive change. But at the dawn of the new millennium what is transforming Botswana into one of Africa s most prized gems is a measurable framework.Taking their assets into account the Republic of Bots
5、wana has been thoughtfully reinventing its government with a focus on purpose, planning and performance. It has a national vision for 2016 to build a competitive, innovative and creative society at all levels of national and economic generation. Like other public services worldwide, it is shifting f
6、rom being the principal actor in social-economic development to a more catalytic role of being an enabler to the private sector so that the private sector becomes the engine of economic growth and diversification of the Botswana economy.The framework that embodies this shift in mindset is the Botswa
7、na Performance Management Systems (BPMS) implementation plan. Similar to the United States Government Performance and Results Act, the BPMS approach calls for all government ministries to develop and implement strategic plans, as well as employ measurement systems to track progress and outcomes. Bot
8、swana sought improved performance in its governmental ministries and turned to TPC deliver the conceptual framework and on- the-ground assistance. During the past seven years, TPC has provided Botswana with strategic planning, leadership training at all levels, strategy deployment, change management
9、 methodology and technical expertise to support the implementation of the government-wide performance measurement system.TPC engaged Botswana in the framework of the Transformation Cycle, a continuous cycle of improvement built on the combined experience that TPC brought in researching, consulting a
10、nd working with governments, groups and organizations. Specifically, the country has focused on five main elements that have been identified as needed for organizational change to be successful. The five components are: vision (where do you want to go), a burning platform (why must you leave current
11、 situation), leadership (who will guide you there), a change plan (how will you get there), and a political plan (how will you enroll others to go there too.)JWanmiroThe Transformation Cycle傲於PlanningProcessRecycle&RenewalAdjustmentsImplementation ManagementPerformanceManagement SystemOn Going, Targ
12、eted Education, Training, and Development At All LevelsThe Performance Center s Transformation Cycle has been developed through years of research and field-testng within organizations (NGO s, for profnatiouitil corporations, governmental ministries and departments)Under this counsel, Botswana set to
13、 work visioning, designing, measuring and studying its performance with conscious intent. It created a Botswana National Productivity Center to promote increased productivity, improve standards of management, foster good labormanagement relations, and generally raise productivity consciousness in Bo
14、tswana. It partners with city governments, para-statal organizations and private companies to ensure integrated outcomes. Over 150 leaders in every ministry, including the newly designated“ Performance Improvement Coordinators “ have come to the US and attended TPC focused leadership programs. These
15、 programs benchmark best practices in world-class organizations and ground participants in personal and interpersonal mastery, value exchange and change methodologies. In addition, all ministries have developed 12-month Close the Gap plans and are well into the first implementation phase doing revie
16、ws and their tracking progress through the transformation cycle.Page 2Performance Improvement Coordinators (PICs) of the Botswana Public Service graduated from TPC s CATALYST leadership program for change agents September 2001. Shown here with CATALYST faculty, the PICs along with over 150 Botswana
17、leaders, have completed extensive training and benchmarking trips of high performing organizations in the US as part of their strategic plan for the Botswana Public Service Management.These efforts have assisted Botswana in consciously leading phenomenal but sustainable growth. The capital, Gabarone
18、, is a thriving metropolis that is aiming to realize a vision of being a flourishing international city. The government of Botswana and the Gaborone city council are encouraging sustainable new growth that is both attractive to investors and attractive to live. Along with plans for a“garden city “ i
19、nfrastructure including sesustaining neighborhoods that include a full complement of schools, clinics and open spaces, Gabarone houses the headquarters of the Southern African Development Corporation (SADC) which will be significant in making the city a center for policy making in international trad
20、e and regional cooperation. SADC is also one of the launching pads of the Lagos Plan of Action by which an African Economic Community will be formed.Keeping the focus on performance management has allowed the public service to also face some of the hardest challenges of the 2t1century such as HIV/AI
21、DS, crime and youth development with determination. The Ministry of Health has focused their PMS plan to address the HIV/AIDS crisis with applied metrics and a strategy for strengthening the primary health-care system. As a result of this measurement, Botswana was able to start to define the impact
22、of the AIDS crisis and put out an international call for assistance. In 2000 they secured over $100 million from The Bill & Melinda Gates Foundation and The Merck Foundation to strive to advance significantly HIV/AIDS prevention, health-care access, patient management and treatment of HIV.Page 3Bots
23、wana s successes have not come without some deep soul searching. In order for the public service to fully adopt a performance measurement system that focuses on better service, higher performance and purposeful activities Botswana has realized that everyone involved must be aligned to the changes. T
24、his is perhaps where the focus on human potential has caused the greatest breakthroughs for Botswana as well as the greatest challenges. The Performance Center has assisted in this process by leading several “ CAMP s” : weeklong strategy sessions that are designed to create alignment to maximize per
25、formance and develop strategic road maps towards generating the desired visions.Page 4Trwiitiwiil, mliviliii肛削解 p。虹 W ray ditrti蝎 mwui tiw itfhi如奥 offlw k 皿工,dl tfnwspirdld. 宏小上组 X UrntlEtiins ywiLothtPr烟心虱 LiM; ywuiutdcwfotui 细d 场Iku. Ho访第m, 3 g 的Tthif pMLId小阳遇飞 皿 fmwu?注1咕4ixvi - urmf p q皿mg显rray 邮
26、 5n. TKc 业5 i? m rtoayif c cmwing to ccifottii31C=5kv 尸咋k 耳 itrtD sidtiothsr* djpectjnjx to3 fiiie Wu liW gy use thsir aifi&r fir thiir inter?5tf &eteDrdnilg role the catauixaLictnplc iniEIbu erwzi3lby3VAlSL I VTSHttD Ad.In this process individuals at all levels of the organization are encouraged to
27、 explore their own life s purpose and how that energy can be directed towards increased leadership, performance and vision. It generates ownership, responsibility and accountability over the enterprise and helps everyone in the initiative see how their contribution and personal vision is leading tow
28、ards the intended collective vision.Page 5Such seeds of transformational leadership have started to generate a new focus for the Botswana public service. In the Public Service Management Journal, a five part series on The Botswana public service in the 2st Century titles it s July 2000 aLeMership: T
29、he Major Challenge for the Economy Today ” . The article highlightsbHiow pu service can endeavor to generate a new vision of government. Among other things, it points to changing the approach, orientation and philosophy of the government and producing and raising leaders that will be resilient in le
30、ading the process of change. It continues, remarking:We will not suffer the future. We will shape it. We will notsimply grow. We will manage our growth. We will not passively experience change. We will make change. ”Botswana s increase in performance has caught the attentianthfr countries in Africa
31、and given it a reputation for leadership in this arena. The Performance Center s roAfrica has steadily increased over past years as more and more countries take on the challenge of performance management.As well, Botswana s challenges are not unlike what most governments wo-wrldide face looking into
32、 the new Century. TPC has partnered with the US Navy and US Postal Service as well as multiple state governments (including Oregon and Virginia) to engage in transformational performance methods, visible measurement systems and leadership development.Finding pathways to transforming knowledge into r
33、esults is the ongoing practice of researching best practices (plan), applying a method (do), measuring its success (study), and increasing your consciousness (act). It s the ability to engage a whole systems effortof the individual, organization and community and to navigate with a vision, a burning platform, leadership, a change plan, and a political plan.It s also about stagtwhere you are. As one of the greatest change leaders in the world, Ghandi stated so succinctly.“You must be the change you wish to see in the world.Page 6