The One Virtue that Every Officer should Develop or Risk becoming Irrelevant


At first there was those Officer-like-Qualities (OLQs) that were the golden standard to recruit/judge an officer. Then came the Emotional Intelligence era spearheaded by Daniel Goleman et al. It meant relating with people and providing people-centric leadership. A combination of high-task, high-people style of leadership was considered the most effective. The emergence of the connected world changed the way we work, live, socialize and build relationships in that order.

The web is changing the world beneath your feet. This has led to the emergence new relationship titles like facebook friend, twitter friend, linkedin contact, farmville neighbour (though there is no real farm nor villa). The networked individual’s actions and interactions led to the emergence of the collective -Networked Intelligence. The self organizing capability of the social networks looks like a beehive.

The web is clumping into hives of experts who are organized by the problems themselves instead of company silos, national boundaries, or political appointment.

This self organizing provides a chance to connect these hives and enable exchange of ideas,sharing of knowledge and combining passion to solve issues of common concern. This network provides next chance create a better world where everyone is a partner.

Innovation, education, solutions for urban decay, international diplomacy, health issues, cracking highly complex technical problems — almost every significant human problem is being debated and, and I believe, will eventually be solved by passionate experts wherever they live.

And Collaboration is the one virtue that a Public Servant needs to create value and succeed in the era of networked intelligence. This is how he can tap the power of networks to solve larger issues. And for collaboration has a pre-requisite called “the culture of sharing”, which is neither institutionally supported nor passionately created. The Public servants are late in joining the new future and their last bus is about to leave. Once again its either collaborate or perish. Listen up Officer.

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Listen up Officer – Collaborate or Perish

Collaboration is the new mantra for all governance ills. If there is one area that stands to benefit the most in terms of people,process and outcomes, it is the government sector. When strengths are combined and synergised the outcomes explode.

The emerging web trends has moved through the following stages. Information, transaction, engagement and now to collaboration. Collaboration is a the active version of participation.

Here is simple presentation on the economics of Collaboration. Collaborate or Perish.


Want to Innovate in Government–Overcome these seven challenges

innovation in government

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If you are an Officer in Government  who wants to find a solution to a challenge or address a pain point in his working, he turns to technology to derive a solution. But not all initiatives reach a critical milestone or scale up to full fledged solutions. Despite the passion to make a difference why only a few of the efforts work and produce outcomes. To understand this you can find out which among the following is the challenge you face and find a solution accordingly. Here we go.

1. More often than not rules prevent Officers from trying out something new. One gets punished if something goes wrong but nothing is done if one doesn’t even perform at normal levels. When ever you discuss a possible solution to a problem the common reply you will get is “ there is no provision for that”. You have to actually convince those who matter that what you say is actually doable and it is worth doing it.

2. Funding a pilot is hard because there is no earmarked scheme or source kept for new projects. Most of the time innovative projects are difficult to be justified under existing norms because the basic aim of innovation is to redefine the norms and improve them. The funding authority may not believe that your solution will actually help. Or worse she may think “why the hell should I do this?” . So it leads to point no. 1.

3. One has to depend on specialized departments which are not always enthusiastic about your demand for their resources. You are not a priority to them. The mandated departmentally approved project is. For example if I want to use a particular Content Management System (CMS) to manage my Office website its not possible for a variety of reasons. Here are some:

    • The server is windows based, so the open source Linux based CMS will not be compatible.
    • Maintenance of all websites have been contracted off to an agency so you need to contact them to make any changes. It will take you two days and ten phone calls to just reach the agency.
    • You can make your own website and update but we will not provide official domain names.
    • If you want to install your own system it has to be security audited but we will not make it easy to do it.
    • There is no policy for updation by the user office. Make a written request to the IT department. Most probably you will get a reply that it cant be done stating one of the reasons above.

4. Innovation is seen as something happening is special labs and dedicated institutions and incubators. Rather innovation is a natural and evolutionary phenomenon that happens everyday and everywhere in the organization. The need is to identify, pick and scale the right innovation that contributes to the achievement of organizational objectives. The answer: Evangelize your idea and work like a Govpreneur.

5. Lack of sharing and collaboration leads to multiple reinvention of wheel. On a given issue there are multiple experiments and innovations going on all over the country and the knowledge and experience are not shared. So everyone moves from 0 to 10 on a given issue, but nobody takes a 10 and makes it 15.

For example Many states are working on reducing dropout rates and tracking a child throughout school years with multiple projects going on simultaneously. There is no visible effort to cumulate the results and pick the best features of each approach and find the best model. Its even difficult to find out if any such project is happening elsewhere.

6. Connecting with the right people is a challenge. For example when an officer wants to explore and adopt opengov ideas and open data practices his IT department may not have the expertise or interest in such an initiative. And technology experts who are interested in such issues discuss in closed email groups and forums. So finding and accessing their expertise is difficult and when it happens, it is more a coincidence than a thoughtful effort.

7. Even if anyone succeeds in creating a worthwhile solution by working with a technical partner you cannot contract work to the  partner to directly because the financial rules come into play. One cannot favor a partner just because he has worked to create a solution for you. Then why would a private organization/person commit resources/time for you.

Most of these challenges are small but can make your next big idea remain just an idea. Once you start putting time and effort on an issue you will encounter a modified version of the challenges discussed. One needs to still work at it because all innovations in any walk of life was made by those who dared to dream and worked at it consistently no matter what. Consistency beats all odds. Good luck.