Posted by Colin Weatherby 870 words
This is a forthright and practical book full of inconvenient truths for local government. I suppose its relevance to local government depends on whether or not you believe that becoming an outstanding organisation is either possible or desirable. Karen Martin says that people know excellence when they see it and they know when they are not excellent. But do our leaders in local government?
This is another book (and I am repeating myself here) that everyone reading it who works in local government will wish they had read years ago. The key idea is that it is chaos that prevents organisations from becoming excellent. Martin says that managers and workers often don’t see the chaos or its causes. In many cases the behaviour causing the chaos is habitual and invisible. Typically, she says organisations respond to chaos by:
- Becoming accustomed to it so that they think it is normal.
- Recognising it but thinking that there is nothing that can be done about it.
- Embracing it as a good thing and developing skills in coping with it.
Councils do all three to a greater or lesser extent. Continue reading