Canadian Government Executive - Volume 24 - Issue 07

MIDDLE MANAGEMENT February/March 2019 // Canadian Government Executive / 39 ning ensues when activities are linked to a detailed understanding of how change actually happens. Better evaluation re- sults when progress towards achieving longer-term goals rather than program outputs is measured. Learning by doing During offerings of PPAS 3190 Public Administration, York University under- graduate students write a final exam that seeks to consolidate learning, advance critical thinking, and test new competen- cies. Students are asked to explain their Theory of Change about a case study en- titled City of Winnipeg: Winnipeg Police Board’s Indigenous Council on Policing and Crime Prevention. The case is drawn from IPAC’s Innovation in the Public Sec- tor series. The case explores policy capacity mechanisms that support innovation in a complex context. The Council is unprec- edented in police governance, enshrin- ing the voice of and commitment to In- digenous people in formal relationships. The case examines the organizational motivations, government obstacles, and resource implications of adopting inno- vation. Students sometimes exceed expecta- tions. They painstakingly sketch sound, clear, and coherent argumentation. They demonstrate grasp of the issues and origi- nal thinking. But they struggle somewhat with analysis, leaving room for more practice to sharpen their technique. Case studies are a practical way of hon- ing the manager’s craft while simulating real-world risks. Those who master ana- lytical frameworks strengthen change management. They benefit from: • Reasonable and measured findings based upon quality analysis of vari- ables and relationships; • Appropriate remedies derived from correct diagnosis of problems; • Balanced solutions that satisfy the pub- lic interest; and • Rigorous analytical work, process, and thinking made more visible. What is the bottom line for middle man- agers? In public administration, manag- ers are expected to think critically, assess the evidence thoroughly, and explain how the analysis was done and why the methodology was chosen. Mastering change means total quality management. This concludes the series on Managing Change. Dr. John Kotter offers this poi- gnant advice to managers going forward: “The notion that you are the grand leader and that it will be communication from you that will win over the troops is to- tally naïve. If you’re trying to make a big change, think more in terms of a social movement.” . J ohn W ilkins is Associate: Public Man- agement at York University. He was a career public servant and diplomat. (jwilkins@schulich.yorku.ca ) In public administration, managers are expected to think critically, assess the evidence thoroughly, and explain how the analysis was done and why the methodology was chosen. Mastering change means total quality management.