Sometimes we have a pretty clear view about where we want to go. Sometimes we have defined strategies and key outcomes that we want to achieve, but end up bumping and grinding in fits and starts and never seem to get there. Changing people is hard. Turning the bow of a ship holding thousands of employees with established patterns of activity and preconceptions as to high performance can be daunting, to say the least.
The need for patience in organizational change is paramount. It has been said that a year of organizational change is equal to seven years of individual change.
Organizations change at a different speeds. Our goal in discussing organizational change is to see the various paths our sister governments have taken in reaching out for maximum public performance. How do integrate the complexities of leadership, management skills, collaborative efforts, and individual identities into a cohesive whole that achieves the goal of community outcomes more readily?
How each local government goes through the process of change is important. Our goal in this section is to talk openly about our organizational change challenges and the techniques we have used to achieve success -- and those that we used that didn't!