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Musicmystery -> RE: Medicare as a shining example (8/19/2009 3:37:04 AM)
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Well Orion, as you know me better than your comments would indicate, there's not much point in adding anything. I understand that you are angry and frustrated at the situation, especially as it involves a chronic problem involving a loved one.
Where we differ in particular is that I've long ago tired of simply ranting. I prefer looking for the reason for the problem. I don't see that as accepting mediocrity. Rather, I don't see the point of continuing to insist everyone is corrupt and inept when that "solution" isn't achieving anything. When something isn't working, I change what I'm doing--but not by randomly trashing it.
Problems are usually buried in systems, and blaming people misses those problems. I'll give you an example. I was commissioned a few years back to survey faculty about completely revamping a college writing curriculum (to make it relevant for modern demands). The study was purposely open-ended, as it was stressed to me repeatedly that they really wanted a clear and complete picture (which we did--highest compliance rate ever in the university). Among the interesting points uncovered--and the one relevant to this discussion--is that almost all (high 90s) faculty insisted that faculty development/training was a critical need. And almost all (again, high 90s) stated the reason was that other faculty had to be brought up to speed. Every individual believes s/he is doing a great job, and the data for disappointing department results is the fault of other faculty. Obviously, that's impossible--but it's a firmly entrenched belief, and a cultural change like the one needed would take commitment, funds, an atmosphere of trust and a good five year consistent effort to bring it around. They don't want to do it. Why? Administration also thinks it's a faculty problem, and that everything administration does is gold.
There's an interesting discussion of system thinking in Peter Senge's The Fifth Discipline, incidentally. Because each individual sees only one part, that individual makes logical decisions. Problems are seen, yes, but since the individual made logical decisions (based on the part observable), the problems are clearly the fault of the other people in the system. Now, we could throw out all the people in the system and get new ones. However, that SAME problems would manifest, because the problem is in the system, not the people. Imagine trying to adjust the hot/cold water in the shower with a 20 second delay. You'd go nuts! Here, the metaphorical "delays" are longer and larger. That's what needs trimming.
It can be done, and in a government agency. Years ago, the NYS DMV was the most inept, frustrating, depressing, time wasting, obnoxiously unhelpful agency you can imagine. Damn bureaucrats just didn't give a fuck. A new director, a few years times, and the place is clean, quick, efficient, and almost friendly--office after office. I don't know what he did, as I haven't studied it--but I'm confident he didn't send around memos stating "Be friendly and efficient or you're fired."
It takes a work culture change, not a crack of the whip. Somethings are like that. I can yell at my orchard...it doesn't care. I have to address it on the nature of an orchard. People and systems aren't different. They are what they are according to their nature, and getting good results means working with that nature.
It will take time, money and patience. You say we haven't had a politician try that approach, so who knows. Well, they haven't tried it because people pretty clearly indicate they won't tolerate it. After all, they DO consistently favor whomever promises them tax cuts, even when those cuts are ill-advised and counterproductive. I'd vote for those who did try. And I try to talk to other people and gradually change minds.
Or we can continue to yell at the situation. How's that working out?
Two cents.
Tim
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