The coalition government's programme develops apace. Whilst it looks to be largely about cuts, reductions, downsizing and closures, with significant reshaping, renewing or refocusing of what remains, in responding (we're not yet at the proactive 'predicting what's next stage' are we?) the challenge continues to be one of finding ways that protect what works well. To not do so risks losing so much of the excellent practice, innovation and new thinking that characterised some sections of our public services, despite the previous government's apparent mania for top-down targets, with the attendant unintended consequences that they sometimes created.
It's exactly at this point that we need to introduce, or re-acquaint ourselves, with appreciative and strengths-based approaches to large-scale organisational and partnership change and individual and organisational development. These approaches are proving to be enduring and sustainable across sectors and indeed cultures, with a growing body of quite inspirational case studies and stories from the field.
The argument is not to dismiss the highly problematic and potentially cataclysmic funding cuts as some trite 'opportunity' to be taken, although several of our clients are indeed using the challenges as productively as they can to generate new models of delivery and partnership, rather it's to start the work of change with an appreciative investigation, capturing the best of what is, and considering what might be, as the transformational journey gets underway. This way nothing is missed, good work of public value is recognised and considered properly, and innovation encouraged, rather than the more limited and self-limiting apparent 'equity' of across-the-board cuts, i.e. 'salami slicing' and other problem-centred solutions.
It's not easy. That we recognise and understand, and the trick, if there is one, is to engage as many people as practicable in our organisations and communities in as many of these tough decision-making processes; to encourage them to identify what works well and needs to be retained (in some form), as well as what has to or can go. As we know, what one inquires into is fateful to what one finds out, and only asking people to identify the 'losing' services is a path that will eventually and quite rapidly destroy fragile morale, hope and aspiration. Balance in all things - we must make those tough decisions, but let's make them with the best information and knowledge to hand.
We've recently spent an intensive month with a large public service that has inquired into its organisation in a coherent, concerted and consistent manner, asking every manager to review their service, consider alternative structures and funding levels and demonstrate where they are truly effective and innovative. This offered the opportunity for quite tough and challenging conversations as services were 'exposed' at several levels, yet in an environment where hope remained strong; where thoughts were not just about cuts, but also possible re-investment, realignment and new forms. Of course, the outcome has to equate to a reduction of 25% costs over four years, yet the impact is different - a new model can take shape and really effective services find ways to transform in a culture of openness and support. Tough calls made with good quality data and information, not ignorance, presumption or prejudice.
It's at times like this that we must support individuals and teams with coaching, learning opportunities and mutual support mechanisms. Now is not the time to be cleansing organisations of all development work. Quite the opposite, now is the time when some of the finest learning about change and transformation has to be captured, shared and acted upon. Many methods to do so cost little, need only small amounts of concentrated time and effort to yield quite remarkable learning opportunities and growth potential. Strengths-based and appreciative methods deliver in these scenarios - try them!
