In my Policy Blog today on How to Fight Corruption, I
discussed How to Strengthen Corruption
Prevention Through Mid-Level Management.
There I discussed simple, but often ignored, diagnostic
tools that can be used by a new executive in an institution to identify weak
areas in the mid-level management of an organization that create parts of an
organization that are susceptible to decay and corruption. Each of the identifiers are known as
The
Empty Chair.
If you are a member of the public you, too can see that the
mid-level management of a government organization is missing.
The lowest level of motivating an individual to change
behavior is to simply observe that what they are doing is wrong. Often, you don’t need to confront the person
directly.
If that fails to generate any response, you can get a
message to the person, either confidentially or otherwise that their behavior
is known and that it would be a simple matter to make some small corrections to
improve things.
Next, if you don’t have a blog yourself, you can take your
observations to the media or your community bloggers. They are often eager for material to write
about.
But where an individual is doing something wrong – such as
refusing to carry out their official responsibilities for the government and
people, it is often more productive to inspire positive change by brining
attention to the things they are doing well.
Indeed, bringing attention to the misdeeds of government
officials is dangerous. Even internal
whistleblowers attempting to use “accepted” means of correcting problems are
regularly attacked from the very organizations they seek to help.
Everyone wants to feel good about themselves, and generally
object to negative criticism.
A short letter to a government official acknowledging their
transparent handling of some manner can go a long way to inspiring positive
change.
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