Structuring change is easy when looking from the outside in. Architects, urban planners, concerned citizens, and politicians, among others, can find themselves speculating endlessly about what needs to be done to change a system.

Creating lasting change requires a vision, patience, and time. It also requires a cultural shift from one way of being to another. This work in particular is often easier said than done. Why? People are generally averse to change unless they can see how it benefits them. Small shifts in an organization can take years to effect. But, when there is alignment across a system in support of a new initiative, then change can come much faster.  

This is an insightful and positive article on the need to create an “architecture of government through technology and innovation.” The author presents a powerful vision for what could be and offers an approach for how to make it happen. More importantly, it addresses the challenge of culture change.

Addressing the concerns of current government workers in the system through training and open communication is a positive step, but the real change will come with an influx of new people into the government ecosystem. The new attitudes, new ways of working, and new connections will open people’s eyes to what could be. Changing narratives starts with seeing new perspectives.

The more that people can see the big picture and connect the dots for how change is going to take place, then the easier it will be for it to actually happen. Anticipating what comes next is easy when people involved are generally on the same page and moving in the same direction.

The decentralization of decision-making systems is a key aspect of creating faster, more relevant change for people. Give people space to solve their own problems and they will often find solutions that are more effective and useful to the people actually using them. This idea further reinforces the idea that one needs to work with the resources around them in order to create homegrown solutions to local problems.

The unfortunate reality with creating change in organizations is that when the door of opportunity opens, you need to know when to step in or be at risk of being left behind. This will be a challenging time for leaders, constituents, and employees alike. If you are keeping an eye on how the change is occurring or maybe you are resistant to it, you may miss your opportunity to be a part of a movement to make a more effective and useful form of government that does provide more value and service to people.

This system is only as effective as people want it to be and the real value will be felt far away from centers of government.

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