Earlier this week, the New York Times ran the following great Op-ed on the lack of administrative focus in governance systems. This is an important article. We need to be saying ‘Hello’ when it comes to learning about organization… no matter how mundane it seems. This inspires me to spend even more time teaching about bureaucracy. For more see my blog on mundane and my course entitled Getting things done in development.
Here’s an excerpt from the Op-ed entitled Goodbye organization man.
Imagine two cities. In City A, town leaders notice that every few weeks a house catches on fire. So they create a fire department — a group of professionals with prepositioned firefighting equipment and special expertise. In City B, town leaders don’t create a fire department. When there’s a fire, they hurriedly cobble together some people and equipment to fight it.
We are City B. We are particularly slow to build institutions to combat long-running problems. …
A few generations ago, people grew up in and were comfortable with big organizations — the army, corporations and agencies. They organized huge construction projects in the 1930s, gigantic industrial mobilization during World War II, highway construction and corporate growth during the 1950s. Institutional stewardship, the care and reform of big organizations, was more prestigious.
Now nobody wants to be an Organization Man. We like start-ups, disrupters and rebels. Creativity is honored more than the administrative execution. Post-Internet, many people assume that big problems can be solved by swarms of small, loosely networked nonprofits and social entrepreneurs. Big hierarchical organizations are dinosaurs.
The Ebola crisis is another example that shows that this is misguided. The big, stolid agencies — the health ministries, the infrastructure builders, the procurement agencies — are the bulwarks of the civil and global order. Public and nonprofit management, the stuff that gets derided as “overhead,” really matters. It’s as important to attract talent to health ministries as it is to spend money on specific medicines.
As recent books by Francis Fukuyama and Philip Howard (the rule of nobody) have detailed, this is an era of general institutional decay. New, mobile institutions languish on the drawing board, while old ones are not reformed and tended. Executives at public agencies are robbed of discretionary power. Their hands are bound by court judgments and regulations.
When the boring tasks of governance are not performed, infrastructures don’t get built. Then, when epidemics strike, people die.