Navigating federal administration necessitates innovative, distinct approaches
The civil service system, a cornerstone of government operations since 1923, has long been a subject of debate due to its impact on government performance. Rooted in classic bureaucracy, the system was designed to protect employees and keep hiring free of patronage, yet it has become a stumbling block in the quest for improvement.
Low team morale, evident in interviews and on the field, is a clear symptom of the issue. In the past, workers had virtually no discretion in their jobs, a factor that may have contributed to the current state of affairs. Management thinking in the era when the system was created was focused on top-down control, with detailed job descriptions specifying each worker’s duties.
However, a radical change was triggered in the 1980s by Dr. W. Edwards Deming's book, Out of the Crisis, which allowed frontline workers to tackle job problems. This shift enabled a more modern approach to labor relations, with the reform of the civil service system to enable discrete decision-making powers for employees and increase value creation.
The reform was initiated by management and labor representatives as part of modernizing labor relations, but no specific individual or single entity is identified as the initiator. The answer to improving performance has been adopting business practices, such as 5-year strategic plans, performance goals and metrics, and reporting of results.
Yet, the 'levers' or actions available to government managers often fail to drive performance. This inconsistency in performance within the federal government is comparable to the difference between successful and unsuccessful teams, according to Mike Mears, the retired CIA Chief of HR, who uses a football analogy in his book Certainty to illustrate the point.
The criticism of the federal government’s performance has a long history, dating back to President Truman and his Hoover Commission. Public sector leaders face more scrutiny than business leaders, especially for small, privately held companies. CEOs have ultimate decision-making authority, unlike government leaders who face multiple critics questioning decisions.
The private sector's mission is simpler compared to maintaining profitability, a challenge faced by the federal government. Despite the enactment of the Government Performance and Results Act and the GPRA Modernization Act to address the need for improvement, these measures have not solved the problem.
David Lewis from Vanderbilt University pointed out this issue, stating that the answer lies in adopting leadership practices found in successful organizations. Leadership at all levels, coaching to improve, recognition and appreciation, fair treatment, and trust of coaches and team leaders are important factors in team success.
Robert Rubin, former Treasury secretary under President Clinton, identified three reasons why running government like a business may not be effective. He pointed out that the high percentage of businesses that fail might not be what voters refer to when they advocate for a government that operates like a business.
Mears argues that the difference between successful and unsuccessful teams (in both sports and organizations) lies 'inside the human mind.' He emphasizes that everyone in a successful, high-performance organization wants to be seen as valuable, to feel their work efforts contribute to success, and to have their contribution recognized. They also enjoy the camaraderie that flows from team success.
In conclusion, improving government performance is a complex issue that requires a deep understanding of the challenges faced and a commitment to change. The pursuit of solutions continues, with the hope that the right strategies will be found to drive performance and create a more effective and efficient federal government.
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