Canadian Government Executive - Volume 24 - Issue 06

38 / Canadian Government Executive // December 2018/January 2019 MIDDLE MANAGEMENT W hile ‘functional’ means it is in proper working order, ‘dysfunctional’ is the oppo- site: it is broken, not work- ing properly, unable to do what it was designed to do. The world seems upside down. Managers are part of a rebellious com- pany, known sometimes to fail or make mistakes. Those who get a second chance when things go wrong tread carefully on the road to redemption. Their humanity and spirit may get reignited when oppor- tunity knocks. Some say, “If you can’t manage change, change management.” This dictum trans- lates into incumbent turnover and disap- pointment in work environments where “You’re fired!” is the kneejerk reaction to change gone wrong. More commonly, it points to less draconian measures affect- ing a range of issues: strategy, structure, systems, staff, style, skills, shared values. Taking corrective action Organizations need mechanisms for mon- itoring progress, evaluating the effective- ness of change, and adopting remedial action. This might take the form of an oversight body to monitor teamwork. Or it might be administered in periodic employee surveys to track attitudes and morale. Taking corrective action closes the loop and renews the change manage- ment process. For example, public functions are sus- ceptible to alternating waves of central- ization and decentralization. Each re- quires different organizational designs and leadership skills for success. Cen- tralized functions often trade off agility against efficiency gains, neither of which may be fully realized. Managers seek to: • Anticipate cultural impact. They advo- cate a holistic vision of a better future to improve trust, innovation, and pro- ductivity and transcend the burning platform of restraint or compliance. • Ensure the right change leadership. They set direction and inspire teams to achieve goals that leverage diversity of ideas, cultures, and geographies. • Cultivate curiosity, awareness, and con- nection. They recruit for, develop, and recognize cross-functional collabora- tion to nudge teamwork and incentiv- ize change behaviours. Decentralized models, on the other hand, want to maximize efficiency while aligning with strategy where resources are dispersed organizationally and geo- graphically. Managers seek to: • Create collaboration forums. They share knowledge and good practices to multiply the benefits of scale and Changing management By John Wilkins Change or die. – CLAUDIAN (CA. 400): IN EUTROPIUM The word ‘dysfunctional’ is often used to describe individuals, families, relationships, organizations, and even governments.