Each of us should live within our personal set of values and beliefs. Doing so facilitates achievement. Organizational structures are characterized by our values and beliefs. Careful selection, promotion and application of a set of organizational values can also facilitate the manifestation of desired results. Translating those values into policies, strategic and operational objectives, individual competencies and management decisions takes great commitment and discipline. This is referred to as alignment.
Whilst the intent of a Civil Service Reform (CSR) is to bring about progress – make things better - it must align with the greater purpose and reflect the values and beliefs of priority to the people to be successful. For example, the objectives of the Public Service for 21st Century Programme (PS21) in Singapore are: to nurture an attitude of service excellence, and to foster an environment which welcomes change. This vision presents values and beliefs that should be apparent throughout the reform agenda. Giving little attention to these values can bring about serious disconnects and affect the launch and engagement of key parts of a reform.
Clearly mapping values and beliefs of a nationally shared vision to CSR strategies and projects brings congruency and alignment. The bottom line in measuring the success of alignment is the degree to which the CSR brings people together to work on the things about which they care about most. The line of sight between what they are doing and what they care about becomes crystal clear and brings purpose. Alignment will help build commitment and synergy among top managers in the service – an important pre-requisite to any reform.
Whilst the intent of a Civil Service Reform (CSR) is to bring about progress – make things better - it must align with the greater purpose and reflect the values and beliefs of priority to the people to be successful. For example, the objectives of the Public Service for 21st Century Programme (PS21) in Singapore are: to nurture an attitude of service excellence, and to foster an environment which welcomes change. This vision presents values and beliefs that should be apparent throughout the reform agenda. Giving little attention to these values can bring about serious disconnects and affect the launch and engagement of key parts of a reform.
Clearly mapping values and beliefs of a nationally shared vision to CSR strategies and projects brings congruency and alignment. The bottom line in measuring the success of alignment is the degree to which the CSR brings people together to work on the things about which they care about most. The line of sight between what they are doing and what they care about becomes crystal clear and brings purpose. Alignment will help build commitment and synergy among top managers in the service – an important pre-requisite to any reform.
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Picture: Mom selling bananas with baby near roadside on way to Kampala, Uganda
1 comment:
Hi Diane, Monique passed on your blog and it has inspired me to pursue new directions. International Education continues to be a passion. Presently I am pursuing the possibility of a doctorate for personal interest, direction, and to link my practical experience to research and study. It is interesting to note that a very good friend Gerard Prunier wrote, "The Rwandan Crisis"
Barb Lindsay (Gord's sister)
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