The Road to Change

Consider the typical front-line worker who staffs the driver's license window at the motor vehicle bureau. She's the only one there-the other three windows are closed. Fifty people are waiting in line. They're looking at their watches; frustration is building. Finally, when they get to the counter, they're not mad at the governor, the mayor or the politically appointed manager. They're mad at her.

It doesn't matter that she had nothing to do with the public policy or the management structure that created the problem. It doesn't matter that her supervisor won't let her do anything outside of normal procedures-even if it would speed up the process. To the frustrated people waiting in line, she is responsible for the poor service.

Fundamental change will only take place if we direct our frustration at the right targets. The public must hold elected officials accountable for making long-term and responsible reforms. Managers must end their adversarial approach to labor and recognize that their scope of authority actually increases when front-line workers are empowered to improve service delivery. Public employees and their unions must push for collective bargaining agreements that incorporate partnership principles and a fundamental restructuring of the workplace. Just as the leading edge companies and their unions are making the change, so too can government. All it takes is vision and the will to implement it.