Bridging the Gap: Human Transitions in the Face of Governmental Change
Understanding the human element in governmental change and how people react to transitions is vital for effective governance.
Volume 23, Chapter IX, Number 032
Hello!
This Week’s One Great Thing: Bridging the Gap: Human Transitions in the Face of Governmental Change
Part 2 of "Redefining Governance: From Political Battlegrounds to Organisational Solutions"
Here is Part 1: The Mirage of Political Solutions: Understanding the Failure of Governance
This is the second article in this mini-series that draws from my experience as an organisational development consultant, particularly in my collaborations with governments in Asia. The series will challenge conventional perspectives on governance, arguing that organisational development shouldn't be relegated merely as a tool to win political favor, secure aid, or gain funding.
The crux of this series is a radical yet crucial idea: it’s time to overhaul our understanding of governance. We must elevate organisational development and transition management from being mere tools in the political process to becoming the primary frameworks for transforming people's lives.
Introduction
In our previous article, we unveiled a groundbreaking idea: that governance is an organisational challenge, not a political one. Building on that premise, we now turn our focus to an often-overlooked aspect of governance - the human element. How do people react to change within government, and why is this so vital to understand?
Let's dive in.
People at the Heart of Change
Change is hard, whether it's switching jobs, moving homes, or adapting to new policies and regulations. In the world of governance and governments, changes often come in the form of new laws, restructured institutions, or shifts in leadership.
Governments can implement new economic policies to address economic challenges or promote growth. For example, a government might introduce tax reforms, trade agreements, or regulations to stimulate investment and create jobs. As technology advances, governments often need to adapt their policies and regulations to keep pace with digital advancements. This can include changes in data privacy laws, cybersecurity regulations, or policies related to emerging technologies like artificial intelligence or blockchain.
The Impact of Change on Individuals
These changes can have a profound impact on individuals and communities alike. People may feel a sense of uncertainty, fear, or resistance when faced with governmental change. Understanding their reactions and emotions is crucial in order to effectively manage the transition process.
The Dynamics of Transition
Transitions are complex and multifaceted. They involve not only the practical aspects of implementing new policies or procedures, but also the psychological and emotional elements of adjusting to a new reality. It is important to recognise that individuals may experience a range of emotions, including frustration, anger, or even excitement, during times of change.
Transition periods can be tumultuous and uncertain. People may feel a sense of loss or discomfort when facing governmental change, as they navigate unfamiliar territory or disruptions in their lives. In any change brought about by any government, it is easy to criticise, specially in this age of social media.
Changes brought about by government or any of its ministries oftentimes result in resistance, fear, or even apathy towards the new direction. It is crucial for governments to acknowledge and address these challenges, as they can impact policy implementation and overall public trust.
The 2000s for example saw the rise of the “netizen” — the man on the street who has an opinion about how government should work, or how government should be run.
Strategies for Navigating Transitions
To successfully bridge the gap during transitional periods, effective communication and engagement are vital. Governments must find channels to actively involve citizens in decision-making processes, ensuring their voices are heard and their concerns addressed. Transparency and openness play a significant role in fostering trust and minimising resistance. By prioritising inclusivity, governments can facilitate a smoother transition and lay the groundwork for buy-in and support in implementation.
In here, organisational development principles of stakeholder and change management are operative as well.
William Bridges: A Human-Centric Approach
William Bridges, a renowned expert in transitions management, has spent his career studying how people react to change. His insights provide a valuable perspective on governmental change.
Bridges argues that change and transitions are not the same. Change is situational, while transitions are the psychological processes people go through to adapt to new situations. Understanding these human transitions is crucial when implementing governmental changes.
The Three Phases of Transitions
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Ending, Losing, and Letting Go: This phase is about recognising what is being left behind. It might be an old regulation, a way of doing things, or a cultural norm. Acknowledging the loss and navigating the uncertainty can be tough but necessary.
When a government decides to phase out a certain type of energy source, such as coal, in favor of renewable energy, it requires acknowledging the loss of jobs and economic activities associated with the coal industry. The government can help affected communities through programs that provide re-skilling and reemployment opportunities in renewable energy sectors. -
The Neutral Zone: This is the in-between phase, where the old is gone, but the new hasn’t fully taken shape. It's a time of confusion, but also creativity and innovation. Governments must guide people through this phase with clear communication and support.
When a country is undergoing a significant constitutional reform, such as transitioning from an authoritarian regime to a democracy, there is a period of uncertainty and confusion. The government can provide clear communication about the changes and engage citizens in the drafting of the new constitution, allowing their input and fostering a sense of ownership. -
The New Beginning: This phase marks the acceptance and embrace of the new situation. It's about building new skills, attitudes, and behaviors to thrive in the changed environment.
When introducing a new digital identity system for government services, such as a national identification card or an online identity verification platform, the government can invest in public awareness campaigns and training programs to help citizens understand and adopt the new system. This includes educating individuals on the benefits of the new system, guiding them on how to use it effectively, and addressing any concerns related to privacy and data security.
Why Understanding Transitions Matter in Governance
By aligning governmental changes with human transitions, governments can:
Build Empathy: Recognise and validate people's feelings and concerns.
Reduce Resistance: By understanding the psychological journey, resistance to change can be minimised.
Foster Collaboration: Create an environment where people work together towards common goals.
Real-World Applications
Build Empathy
After Hurricane Katrina, the U.S. government acknowledged the emotional toll on residents and worked to build empathy. This can be seen in various government initiatives, such as the creation of the Office of Recovery Management, which aimed to listen and respond to the concerns of affected communities. (Knudson, 2007).
After the devastating earthquake in Nepal in 2015, the government worked to build empathy by launching the "Person Missing Search System." This initiative aimed to locate and reunite missing individuals with their families by collecting and sharing information through a dedicated online platform. (United Nations Development Programme, 2016).
Reduce Resistance
The Finnish government's healthcare reform took into account the fears and concerns of citizens. Extensive research, public consultations, and communication campaigns were conducted to address these concerns and minimize resistance. (Lehto & Ovaskainen, 2015).
In response to concerns and resistance from the public, the Australian government implemented comprehensive public consultations to shape their climate change policies. These consultations included stakeholder engagement, town hall meetings, and online surveys to gather input and address concerns. (Department of Climate Change and Energy Efficiency, 2011).
Foster Collaboration
The participatory budgeting process in Porto Alegre, Brazil, is a well-known example of fostering collaboration in governance. This initiative allowed citizens to actively participate in decision-making and resource allocation, promoting collaboration between residents and government officials. (Baiocchi & Ganuza, 2013).
The city of Barcelona, Spain, implemented the "Superblocks" initiative to foster collaboration in urban planning and governance. The project involved transforming selected city blocks into car-free areas, allowing residents to reclaim public spaces and engage in community activities. The initiative was designed through a participatory process that included community workshops and a collaborative decision-making approach. (City of Barcelona, 2021).
The Singapore Story
The racial tensions in Singapore during the 1960s were a significant challenge for the fledgling Lee Kuan Yew-led government. After Singapore gained independence from Malaysia in 1965, there were deep-seated ethnic and racial divisions within the population. The city-state was diverse, with a mix of Chinese, Indian, Malay and Caucasian groups.
The government recognised the importance of addressing these divisions and promoting social cohesion. They implemented various strategies to manage and resolve the racial tensions, with a depth of insight that is both astounding and impressive. The goal was to foster a sense of national identity and unity among the diverse population.
National Service: To build a shared sense of national identity and unity, the Singapore government introduced mandatory military service, known as National Service. This policy required all male citizens, regardless of race or ethnicity, to serve in the Singapore Armed Forces. This initiative played a crucial role in fostering camaraderie and a sense of belonging among individuals from different ethnicities, religions and backgrounds.
Housing Policies: The government implemented public housing programs that aimed to avoid racial segregation. They adopted a policy known as the Ethnic Integration Policy, which required a balanced racial mix in every public housing estate. This approach helped to create diverse and integrated communities, reducing the likelihood of racial enclaves, and forcing people to live together.
Education: The government implemented an inclusive and comprehensive education system that encouraged interactions and collaborations among students from diverse backgrounds. Singapore's schools promote racial harmony through activities, curriculum, and values education that celebrate diversity and encourage understanding and respect.
National Celebrations and Symbols: The government introduced national celebrations and symbols that emphasized Singaporean identity over specific racial or ethnic affiliations. Festivals such as National Day and symbols like the national flag and anthem were used to foster a sense of shared identity and pride among all Singaporeans.
These strategies, among others, contributed to the successful resolution of the racial tensions in Singapore during the 1960s. While racial harmony is an ongoing endeavour, the government's proactive approach of promoting inclusivity, equal opportunities, and shared national identity has played a crucial role in maintaining social cohesion and harmony in the country.
Conclusion: A Fresh Insight into Governance
Governance isn’t just about making laws or restructuring institutions; it’s about understanding people and their perceptions and perspectives. If we are to redefine governance and create more effective systems, we must recognise and manage the human transitions that accompany every change.
In fact, that is what great political leadership is all about. If we look back at great leaders in history such as Nelson Mandela, Mahatma Gandhi, Lee Kuan Yew, and Martin Luther King Jr., we see that they understood the importance of addressing the human aspect of political and public transitions. They were able to inspire and mobilise people by empathising with their struggles and aspirations, and being able to unite people and bring about positive transformations. Through their leadership, they were able to navigate transitions and inspire others to do the same. These leaders understood the power of empathy, collaboration , and a human-centric approach to governance.
Great leaders have deep insight about people — the people under their care, the people who they govern (and serve). And they are able to turn these insights into policies that truly get to the heart of the matter and effect change.
Moving forward, governments — if they are to be truly able to change people’s lives for the better — should prioritise a human-centric approach in their decision-making processes. This involves actively involving citizens, fostering collaboration, and addressing the emotional and psychological aspects of transitions. By doing so, governments can create a sense of ownership and shared responsibility, leading to more sustainable and successful changes.
"Bridging the Gap: Human Transitions in the Face of Governmental Change" takes us one step closer to our series's goal of rethinking governance from an organizational standpoint. Stay tuned for the next article, where we explore further the incredible potential of applying organizational principles to governance.
By acknowledging the human heart of governance, we create a path toward compassionate, effective, and responsive systems that not only address societal problems but also resonate with the very people they are meant to serve.
References:
This article is the beginning of a series that aims to redefine governance and shed fresh insights on an age-old problem. Stay tuned as we explore how treating governance as an organisational issue can open up new possibilities and offer real solutions to the challenges we face today.
By shifting our focus and thinking creatively, we can create a governance system that is not trapped by political rivalries but instead flourishes through innovation, collaboration, and adaptability.
References:
Baiocchi, G., & Ganuza, E. (2013). Participation, Activism, and Politics: The Porto Alegre Experiment and Deliberative Democratic Theory. In R. Bailin & C. Tilly (Eds.), Oxford Handbook of Social Movements (pp. 706-722). Oxford: Oxford University Press. doi: 10.1093/oxfordhb/9780195398533.013.0039
City of Barcelona. (2021). Superblocks. Retrieved from https://ajuntament.barcelona.cat/superilles/en/
Department of Climate Change and Energy Efficiency. (2011). Australia's future tax system review: Consultation paper 5 - Climate change and the tax-transfer system. Retrieved from https://treasury.gov.au/sites/default/files/2019-03/aftsr-consultation-paper-5-climate-change-and-the-tax-transfer-system.pdf
Knudson, P. (2007). The Federal Response to Hurricane Katrina: Lessons Learned. U.S. Department of Homeland Security. Retrieved from https://www.hsdl.org/?abstract&did=482983
Lehto, J., & Ovaskainen, M. (2015). Responsive Health Care Governance: Applying Big Data Analytics to Assess the Impact of Health Care Reform in Finland. Government Information Quarterly, 32(4), 462-471. doi: 10.1016/j.giq.2015.08.002)
United Nations Development Programme. (2016). Post-Earthquake Recovery Knowledge and Design Platform Nepal. Retrieved from https://www.np.undp.org/
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Read the rest of the Governance Series:
- Article 1: The Mirage of Political Solutions
- Article 2: Human Transitions in the Face of Government Change
- Article 3: Embracing System Based Solutions
- Article 4: How Organisational Culture Influences Effective Governance
Ok! Now pause, get yourself to a window, look up to the sky, smile, and have a great day! Look forward to send you another letter next week!
☕ eric santillan