In short, a change in leadership occurred on a particular project a year or so ago and, as a result, the last year has been an endless effort to get forward movement on something that had been previously approved. Immediate supervisor is now afraid and powerless. Two layers above that are micro-managing to attempt to get control, but they're not knowledgeable and so things are faltering. Ie. three layers of the hierarchy are now completely bogged down in ineffective processes, and all the support from other places in the province, at the middle levels of the organization, and at the grassroots are doing no good.
In terms of program planning, the transformational aspect of the project has become scary, and the institution is pushing back against change. However, the change is not optional, as at some point the institutional mandate runs counter to the effect of NOT changing. More clearly stated, if we don't change, we won't be doing our job anymore.
Solutions? One choice is to wait until the problem can no longer be hidden, ie. to wait until it's so big that it becomes a logistical nightmare that requires a complete tear-down-and-start-again. That's always damaging, because it inevitably leads to blaming and shaming as everyone tries to get out from under what they've known and not acted on. It requires being in charge of a plan crash, watching it and allowing it to happen. Another choice is to keep pushing for change, but the person pushing inevitably gets ostracized and incredibly worn down. Unwanted change is hard on everyone. What to do if staying the same is not an option either? This is the "program planner as activist" stream. Another choice is to take a lot of time to slowly, painfully make one tiny, inadequate but palatable change at a time instead of just rolling up the sleeves and getting 'er done. This is a bit like hoping to outrun a freight train. And a final choice is to walk away from an impossible task.
Hi Margerit, This sounds like a good topic for "Ethics at Lunch" program that we have in our regional health authority. It sounds too like this project would keep someone awake at night wondering what to do. I hope you are able to figure out how to make it work with the powers to be and get the job done. I recently had a dilemma where our cost benefit ratio vs. numbers to attend did not allow us to continue with a workshop. It makes much more sense to postpone to a new date when the powers to be and the rest of the staff can attend. Mine was a simpler solution but the hard work is still to come. Good luck! G.A.B.
ReplyDeleteYou cannot walk away form the task. It is too important! I understand the feeling of being worn down, having been that person/group. As a grassroot organization (WTC), we know all too well about being bogged down by all the levels of Beurocracy!! It is so frustrating when you know as you say that change is inevitable. It has to happen. Trying to accomplish it in small increments is just as frustrating! To wait until it is so damaging is not right either.
ReplyDeleteYou don't strike me as someone to give up???
All the best. Shelley