The Importance of Political Management.
According to Professor Moore, political management is most important to public managers because he/she must “engage actors beyond the scope of their direct authority.” To achieve results, managers need “permission to use pubic resources”, and/or “need operational assistance to produce results.” This highlights the fact that to produce the greatest public good requires community consensus and agreement. Political management demands explicit approval from “coproducers” so that they can accurately deploy their resources.
Finite Resources for An Infinite Number of Uses.
The use of finite community resources for any positive purpose can negatively affect one set of demographics within the community. Goals may even add a burden to the staff of another agency. Worse, projects could conflict with the regulatory oversight of another department. This unintended period of disagreement must be discussed and negotiated before the political wheel can begin to turn in the right direction. Otherwise, projects risk being tabled, delayed or criticized.
Tangibility of Respect.
Afine utility of political management is the conspicuous respect for other actors. Whether the other actors are the citizens, media, industry, internal departments, external agencies, or neighboring municipalities — their mission deserves consideration and appreciation. Other actors within an ecosystem will interpret community goals according to their organization’s set of internal rules.
If their view is not recognized, they will feel shunned. If not given a platform, they will perceive new concepts as a drain to their resources, or against the grain of organizational values. If a manager does not acknowledge the respective burden placed on the other actors, or fail to explain the shared benefits, unity and accord cannot be sealed. Respecting their views and initial disagreements is the basis for long-term understanding. And if this elusive balance is not achieved, the manager risks being perceived as a meddler.
Casting the Net.
The process of political management is similar to casting a fishing net into the water (politically fluid environment). After the net is thrown into the water, the opening stays wide to invite schools of fish (stakeholders) to enter, and to discover new possibilities. Once all interested parties are within the fold and engaged in healthy negotiation, the net can be tightened to preserve the integrity of process.
Transparency and Fluid Energy.
At the same time, the net allows for transparency so that citizens, media, leaders, and citizens may observe the process from a distance. Even if the net is fully closed, it stays fully immersed in ecosystem — media, stakeholders, industry, government, citizens — that gives it life. If the net is jerked out of the water by inconsiderate actions, the newly formed community risks dying in open air, gasping for the political energy that keeps it alive.
However, if the net is kept underwater (sustained emotionally, physically, psychologically, and materially) the group can be gently pulled and repositioned to deeper waters (deeper understanding and appreciation) while keeping the group intact.
Unified Actions.
Once shared goals are cemented through formal and informal agreements, the net can be removed and the conglomerate moves like a school of fish, moving in unison, sidestepping threats, and reforming with vigor to complete the goal.
The Power of Three.
A. Skills. The process of political management requires a variety of skills, timing, and self-awareness. It takes skill to stay transparent and to report deliverables in a timely manner, competence to understand the unique goals of involved agencies, and requires prowess to coherently explain the new way ahead.
It takes dexterity to address the media and the community in speech that is equally understandable and meaningful to all parties. And, it requires competence to speak the vernacular of different agencies and still maintain organizational recognizability.
B. Timing. The process also requires that the manager understand the rhythm of his own agency, as well as the cadence of the other actors. One must know the pattern of life, in order to seamlessly insert new ideas into the existing decision-making mechanism. For example, if a manager is not mindful of the annual cycle of a department, he/she could bring up ideas when an external organization is trying to consolidate its books for the year, and temporarily not open to ideas. Even if the idea is sound, a mis-timed introduction could be taken an intrusion, and not a solution.
C. Self-Awareness. Self-awareness, and therefore self-control, is required to be fully present when coordinating and decentralizing coproduction. The self-aware manager takes an inventory of his/her skills and develops them before engaging with other actors. If he/she does not have time to improve weaknesses, the manager chooses a partner with a complementary skill to help him/her see around corners.
Conclusion.
Lastly, the manager must be aware of the entire ecosystem (history, weather, decision rhythm, key personalities, key events, demographic, culture, social codes, economic drivers, funding sources, religions, etc.) in order to fully empathize with all actors. By understanding where others come from, what tragedies and successes they have encountered, and what aspirations and dreams they hold, the manager can humanize and personalize each interaction. This personalization of political management makes it possible to achieve the greatest good.
Copyright Leonard Casiple 2023. All rights reserved.
About the author: Leo Casiple is a first-generation American who grew up in Southern Philippines under martial law. He spent much of his 21-year career in the US Army as a Green Beret.
Leo is currently a doctoral student at Northeastern University’s Doctor of Law and Policy program (2022–2025 Cohort). He earned his education from California Lutheran University (MPPA), ASU Thunderbird School of Global Management (MBA in Global Management), Excelsior University (BS in Liberal Arts, Ethnic and Area Studies), Academy of Competitive Intelligence (Master of Competitive Intelligence™), Defense Language Institute and Foreign Language Center (18-month Arabic Language Course), and the US Army John F. Kennedy Special Warfare Center and School (Special Forces Qualification Course and Psychological Operations Specialist Course).
For more information about the author, click here: Leo’s LinkedIn Profile
References
Moore, M. H. (1995). Creating public value: Strategic management in government. Harvard University Press.