National Association of
Counties * Washington, D.C.
Vol. 32, No. 1
* January 24, 2000
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The Real Y2K Virus
So what happened to the Millennium Bug? After billions of dollars and
millions of "people hours" spent in preparing for something that did not
occur, what happened? Not that the HR Doctor is disappointed. To the
contrary, I am very glad that my home appliances did not stage a
revolution, that the air traffic control system functioned properly, that
elevators, ATMs, gasoline pumps and the many other mechanical devices that
are essential to our existence seem to be bug-free. Despite all the hype
and the relative lack of system failures, are there management lessons to
be learned from all that occurred? The answer is a clear "yes."
The
Y2K bug became the focus of attention, explanation, education, planning
and action. The potential for disruption led agencies to assess their
information technology status, to plan and install improvements and to
focus much-needed attention on an important area of management. For some
executives, it also provided an additional incentive for an early
retirement. However, the bug and our response to it offer an important
lesson to all managers in all areas of public administration.
That
lesson is the importance of creating a vision and of rallying colleagues
and members of the public to support achieving a long-range goal. Perhaps
the real Y2K "virus" is one that infects nearly every public agency in the
country: That is the inability to think and act with a long-term
strategic, "over the horizon" vision.
Instead, all too often, we
focus on process rather than outcome and on "just making it through until
the ..." fill the blank. Just make it through to the end of the week, to
next weeks commission meeting, to the end of the fiscal year, until I
pass probation, etc. As a nation, we have seen a decay in the setting of
exciting and challenging long-range goals whether they be a trip to the
moon, the end of poverty, never a latch-key child, a cure for cancer, no
abandoned elders
there are so many needs which can be addressed but
not by short-range, week-to-week thinking.
The Y2K bug experience
offers lessons that we should all heed. Establish a challenging goal,
enlist the understanding, support and involvement of many others,
including elected officials, employees and members of the public, point
the way to a destination, provide a road map and monitor results, making
corrections as needed. Then take the time to celebrate the results, but
not too much time, because soon after the celebration ends, its time to
set more goals and further refine the vision of the future.
Is
there still a great danger from the Y2K virus? Absolutely yes, but the
danger is not so much in our computer systems as in our near-sightedness.
The lesson for counties in this new century is to imagine what we could
become, where we could be, and how we get there. The technique is goal
setting, challenging and rallying. The tool to goal achievement is
dynamic, risk-taking leadership. Best wishes in the new century.
Visit the HR Doctors Office at http://www.hrdr.net/.
All the
best,
(If you have questions for the "HR Doctor," e-mail him
at philrosenberg@prodigy.net.
Rosenberg is the Human Resources director for Broward County,
Fla.)
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