Originally published 20 December 2003. This article is retained from the tCI archive. Law, policy or practice may have changed since publication.
Every organisation has its own distinctive culture - a mixture of values and behaviours that characterises its day-to-day activities.
Cultures change. Over time they cope with new ideas, changing patterns of business or different external environments. In the public sector right now, the traditional public service ethos is having to adapt to the Government's modernisation agenda and its emphasis on citizen choice, standards and performance assessment. On top of this comes the dramatic growth in public and stakeholder consultation.
But is your organisation merely one where existing activities and behaviours are supplemented by a number of consultation exercises? Or has there been a culture change that absorbs into the organisation's bloodstream, a consultative approach that is both genuine and integral. Try these questions: -
- In your organisation, is it unthinkable for important decisions to be taken without being preceded by a professionally conducted, genuine consultation exercise?
- Is there an on-going, published programme of forthcoming consultations synchronised to the organisation's decision-making cycle?
- Do all key stakeholders understand how to be heard by the organisation and are they encouraged and assisted to participate in consultations that matter to them?
- Are all key staff (Councils, Councillors) adequately briefed about the role and function of consultation - and regularly updated on the results of consultation exercises?
- Can your organisation demonstrate a number of real-life examples where its decisions, policies or programmes have been positively influenced by consultation?
Answer YES to all five, and the consultation culture is alive and well in your organisation. Even three or four is an impressive performance.
But for many people, in both the public and private sector, consultation is an activity performed by specialist units ( e.g. community engagement; diversity; communications or CSR etc) or enthusiastic individuals. It has yet to be fully absorbed into the wider organisation.
If your culture is 'this is the way we do things around here', then consultation is something which enlightened managers take seriously - because it eliminates mistakes, anticipates problems, improves implementation and generally helps them achieve better results.
Converting this from being the passion of a few individuals to a corporate strength is a challenge - but achievable.
Trigger points
- Strengthen processes, train staff and encourage stakeholders to participate
- Apply the Institute's Consultation Culture Audit.
This is the 2nd Tuesday Topic; a full list of subjects covered is available for Institute members and is a valuable resource covering so many aspects of consultation and engagement