For many municipal leaders, the necessity to balance the demands of governance with the need to effect change is a constant struggle. The dichotomy between the desire for swift reform and the requirements of bureaucratic processes often leads to frustration. This conundrum is particularly true for those in positions of authority, such as principals, who must navigate through these tensions while realizing their vision for their municipalities. The best piece of advice I can offer to these peers, based on experience and research, is that sometimes you have to go slow to go fast.
Going slow to go fast may seem paradoxical. However, in the context of municipal governance, it refers to the need for careful planning, strategic decision-making, and stakeholder engagement before implementing any major changes. It is about taking the necessary time to lay a solid foundation that will enable swift and successful implementation when the time comes.
Firstly, the importance of careful planning cannot be overstated. According to the research conducted by Bryson, Crosby, and Bloomberg, strategic planning can improve a municipality's capacity to adapt to change and align its resources with its strategic goals. This process, while time-consuming, can significantly increase the speed and efficacy of change implementation down the line.
Secondly, taking the time to make strategic decisions can lead to more effective outcomes. Decision-making in municipal governance involves many complex factors, and rushing through this process can lead to suboptimal results. As Nutt's research demonstrates, strategic decision-making can take time, but it often leads to better results in the long run.
Finally, engaging stakeholders is a crucial part of going slow to go fast. According to Innes and Booher, stakeholder engagement can reduce resistance to change, enhance the legitimacy of the process, and improve the chances of successful implementation. This is because engaging stakeholders allows for the identification of potential obstacles early on, thereby avoiding delays later in the process.
While this approach may seem counterintuitive, it has proven effective in various contexts. For instance, the city of Portland, Oregon, took a 'go slow to go fast' approach when implementing its comprehensive plan. The city spent years conducting extensive community engagement, planning, and strategic decision-making. As a result, when the time came to implement the plan, it was met with less resistance, and the city was able to move swiftly towards its goals.
However, it's essential to note that going slow to go fast does not mean stagnation, but rather thoughtful progression. It's about taking the time to do things right the first time, so you don't have to go back and fix them later. It's about building momentum, not losing it.
Implementing change in a municipal context is a complex task that requires careful planning, strategic decision-making, and stakeholder engagement. While it may be tempting to rush through these processes in the name of progress, the best advice I can give to fellow principals is that sometimes, you have to go slow to go fast. So, take the time to lay a solid foundation, and when the time comes to implement your vision, you'll be ready to hit the ground running.
Assisted by Ai
Photo by Saffu via UnSplash
References
Bryson, John M., Barbara C. Crosby, and Laura Bloomberg. "Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management." Public Administration Review 74, no. 4 (2014): 445-456.
Innes, Judith E., and David E. Booher. "Consensus Building and Complex Adaptive Systems." Journal of the American Planning Association 65, no. 4 (1999): 412-423.
Nutt, Paul C. "Why Decisions Fail: Avoiding the Blunders and Traps That Lead to Debacles." Business Horizons 45, no. 3 (2002): 14-22.