Wat kunnen we leren van
publieke
organisaties die (ook in deze tijd)
‘sterke merken’
weten te blijven?
Paul ‘t Hart
Universiteit Utrecht &
Ned School voor Openbaar Bestuur
‘”Infused with value beyond the requirements of the task at hand (Selznick, 1957)
Een institutie……
Wat het zijn van een ‘institutie’ doet
• It affirms the organization’s focus and purpose
• It invites celebration, narrative, myth
• It elicits predispositions to suspend disbelief, to discount, to forgive
=> And thus augments its (relative) autonomy
Performs well on its key
mission
Develops reputation for
excellence/
integrity
Enjoys low-level of critical scrutiny
from media and 'watchdogs' Strong
stakeholder authorization, wide autonomy Can develop a
blame-free culture of continuous
learning
De virtueuze cirkel van publieke instituties
De cirkel doorbroken:
‘de-institutionalisering’
Gemeenschappelijke kenmerken
• A guiding mission, clarity of purpose
• Actively managed, but not over-managed
• Not driven by metrics but by professionalism
• Not ‘lean’: effectiveness trumps efficiency
• Playing a long game, yet excelling in real time
• Proud, competent, yet curious, reflective and responsive
• Mature about harnessing/managing internal conflict
• Buffered from blame games, nurturing a learning culture and hence adaptive capacity
Zo ook gevonden door Goodsell (2011)
Mission Mystique: Belief Systems in Public Agencies
Geobserveerde leiderschapspraktijken
• 1: Orientate the organisation towards a core purpose
• 2: Facilitate trial-and-error processes in the pursuit of effective practices.
• 3: Orchestrate broad acceptance of the norms that develop around these effective practices
• 4: Create forums and practices for working through professional disagreements
• 5: Narrate the organization’s purpose, display its successes, share its challenges
• 6: Continuously adapt the organization without compromising its identity
