Workbook for Seamless Government: A Hands-on Guide to Implementing Organizational Change
May 1998, Jossey-Bass
?Barbara Dyer, senior partner, The Public's Work
From the author of Seamless Government?this hands-on workbook helps public sector managers and teams put reform ideas into action. Broader in scope than other programs, this workbook deals with the human side of change in addition to the methods and tools of change. Linden focuses on the actual implementation of ideas as well as design, structure and process. The workbook includes worksheets for each part of the process, brainstorming tools for unleashing creativity and overcoming obstacles, flow charts to illustrate the path of information, and examples of successful government agency reform projects.
Russell M. Linden is president of Russ Linden & Associates, a management consulting firm that focuses on public sector innovations. He is the author of Seamless Government (Jossey-Bass, 1994).
1. Overview of Seamless Government Concepts.
2. Preconditions for Major Change.
3. Key Roles When Redesigning.
4. The Steering Team's Leadership.
Part 2: Redesigning Your Work Processes.
5. Four Steps to Redesigning Key Processes.
6. Mapping the Current Process.
7. Establishing Desired Outcomes.
8. Setting Your Stretch Objective.
9. Designing with a Clean Sheet.
Part 3: Keys to Successful Implementation.
10. Writing an Making Your Business Case.
11. Communicating and Marketing Your Project.
12. Building a Bridge from Design to Implementation.
"Having used Seamless Government in classes for several years, I'm delighted to see the arrival of the Workbook. It should bridge the gap between managerial insight and organizational implementation. The Workbook is accessible, regardless of an individual's role. One can easily envisage how a whole organization might be energized and engaged using this step-by-step guide." "If the workbook is followed, mangers will make fewer mistakes, teams will be able to get useful closure from their projects, and the dialogue among senior management, steering teams and reengineering teams will be productive. Inevitably, organizations will become more accountable. This can lead to the kind of positive, long term culture change which makes governmental agencies consistently worthy of public trust." Jaqueline Rogers, senior fellow, the School of Public Affairs, University of Maryland and former secretary of the Department of Housing and Community Development, State of Maryland
"Russ Linden's Workbook for Seamless Government is a must read...Linden artfully weaves together practical details about how to implement change with candid commentary about our humanness..The Workbook is a virtual do-it-yourself kit full of handy instruments and insights, tools and techniques." Barbara Dyer, senior partner, The Public's Work, a national and international consulting practice dedicated to improving government performance and former special assistant to the Secretary of the Interior
"The Workbook for Seamless Government represents a major step in the process of bringing theory to implementation. Chapter 11, Communicating and Marketing the Project is worth the price of admission. Here Linden points to the very real need for government managers to not only develop change programs but to understand how to sell them. . .The Workbook will be an invaluable tool even a friAnd, for any employee of local government. Once you read it you will keep it close by as an essential reference guide." Bob Havlick, president, the Innovation Groups, a nonprofit organization providing support and networking services to local governments
"Used as directed, the workbook should allow a team to proceed without a high-priced consultant. It is that good! The workbook is highly readable, jargon free, and filled with relevant examples and work exercise sheets. It is also filled with amazing good sense...especially about practical pitfalls (e.g. advice on the competition of teams, modeling the current process, the practical politics of winning support of key people in the organization, and communicating the redesign.)" Carolyn Burstein, Ivy Planning Group, and former executive with the Federal Quality Institute
"This workbook is an invaluable roadmap for organizations to navigate the challenges of change Using the tools provided, teams can gain new insights about the outcomes stakeholders value, the performance of the current system, and hidden assumptions that undermine achievement of desired results. These insights helped our teams develop innovative, workable improvements to meet challenging stretch objectives and achieve significant gains in performance. By using the recommAnded approach, our organization has enhanced its ability to solve problems and facilitate change. I recommAnd the workbook with enthusiasm for its usefulness in tapping the creative energy of people to achieve better results" Martha Marshall, management consulting supervisor, office of executive management, Prince William County, Virginia