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How to Improve Performance in a Government Department
A report in the current issue of the Sunday Times journal claims the UK Cabinet is looking for methods to streamline civil service departments. The article highlights the often quoted fact that Ministers are anxious that civil service departments are still over manned and that they therefore cannot continue to slice away the fat. They say that what is needed is a revolutionary reform.
What the government has to realize is that people who find employment in the civil service are like every other people in the sense that they are creatures of habit. They have grown used to doing their work in certain ritualistic ways and it's very hard for them to change their behaviour or to even accept the concept they have to change.
The people near the top of civil service departments will be the most resistant to change. They have arrived where they are now by operating a system and they won't want to see changes in that system.
To cultivate a climate for change and to help department heads to introduce radical change what is essential are NLP techniques that are proven to be capable of making people behave in different ways.
What departments heads must do is first to identify what they'd like to change and what the new procedure will look like. Then they have to find the people who are well above average at implementing the kind of changes they want to make. These really outstanding leaders must then be modelled so that their behavior patterns can become clear and duplicated in other members of the department.
These NLP techniques will have to be implemented by experienced NLP practitioners because the great majority of people who work in the civil service are motivated by the desire to feel secure. People motivated by security have a tendency to be more resistant to change than people with other motivations.
What the government has to realize is that people who find employment in the civil service are like every other people in the sense that they are creatures of habit. They have grown used to doing their work in certain ritualistic ways and it's very hard for them to change their behaviour or to even accept the concept they have to change.
The people near the top of civil service departments will be the most resistant to change. They have arrived where they are now by operating a system and they won't want to see changes in that system.
To cultivate a climate for change and to help department heads to introduce radical change what is essential are NLP techniques that are proven to be capable of making people behave in different ways.
What departments heads must do is first to identify what they'd like to change and what the new procedure will look like. Then they have to find the people who are well above average at implementing the kind of changes they want to make. These really outstanding leaders must then be modelled so that their behavior patterns can become clear and duplicated in other members of the department.
These NLP techniques will have to be implemented by experienced NLP practitioners because the great majority of people who work in the civil service are motivated by the desire to feel secure. People motivated by security have a tendency to be more resistant to change than people with other motivations.
About the Author:
NLP Practitioner David Ferrers defines his mission as, "to enable people to make changes in their thinking, their feelings and their behaviour that make an important difference to their performance both at work and in their personal lives". He achieves results for the workers of major corporations like Dell, Yves St.Laurent, J&J, RBI, GM and P&O by using a process of business coaching using NLP Techniques.