Development as Leadership-led Change : A Report for the Global Leadership Initiative
Much of the work on reform and development has focused on the identification and diagnosis of problems and on the formulation of technically sound measures to address these problems. But the main challenge that often confronts policy makers in atte...
| Main Authors: | , , |
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| Language: | English |
| Published: |
World Bank
2012
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| Subjects: | |
| Online Access: | http://www-wds.worldbank.org/external/default/main?menuPK=64187510&pagePK=64193027&piPK=64187937&theSitePK=523679&menuPK=64187510&searchMenuPK=64187283&siteName=WDS&entityID=000333037_20100723022733 http://hdl.handle.net/10986/2488 |
| Summary: | Much of the work on reform and
development has focused on the identification and diagnosis
of problems and on the formulation of technically sound
measures to address these problems. But the main challenge
that often confronts policy makers in attempting to
undertake reforms is not in the 'what', what is
the problem and what are the remedies for it, but in the
'why', why does the problem persist, which some
research has begun to address, and, more critically, in the
'how' given the why, how to manage the often
complex process of change that accompanies any attempt at
reform. It is in the latter where the rubber hits the road.
Development involves change. But many development
initiatives produce unimpressive levels of change in the
countries, organizations, and outcomes they target and are
disappointing in the final results. This is the case in
social sector initiatives, core public management reforms,
and even macroeconomic adjustment operations. Change is
often limited even when countries adopt solutions in their
forms, in apparently good faith and on time (or in
reasonable time). This research paper aims to (modestly)
contribute to such research by exploring what it takes to
get change done; and particularly what role leadership plays
in effecting change. |
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