I recently delved into Mark Headd’s insightful blog post, “Don’t Hang Any Pictures,” where he imparts wisdom to those steering open data programs in local governments. He provides a practical list of “Do’s” and “Don’ts,” serving as a compass for smoother and more successful project implementation. As the title suggests, his central advice revolves around avoiding complacency. I’ll add another one: Incrementalism (think tortoise in the “Tortoise and the Hare.)”
In my 13 years of experience within local government, coupled with a career in public administration, I’ve come to recognize the significance of incrementalism. It’s not just a strategy; it’s a way of life within the governmental realm. You can push or pull as much and as hard as you like, but there will be limits in all directions no matter how determined or how gifted you are. Why do you think they call the government an “institution?” Regardless of determination or skill, pushing or pulling too hard encounters limitations inherent in the bureaucratic nature of government.
Moving in increments frustrates public administrators, legislators, and citizens. And it’s also deeply woven into the fabric of our democracy. The tension between the desire for swift change and the reality of incremental progress has been a defining characteristic of our government.
While some embrace incrementalism as a key to a successful public sector career, others resist or revolt, leading to premature exits from government service. Others, still, adopt the bureaucratic characteristic of incrementalism to piece together complacent, yet lack-luster careers in government characterized by lowered expectations and initiative, and a don’t-rock-the-boat mentality.
Elected officials face an additional layer of complexity, given the limited timeframe of their terms. Major initiatives, such as community revitalization projects, often span multiple administrations, demanding strategic planning to ensure continuity and dedicated resources over an extended period.
Integrating communication and information technology into government projects, particularly initiatives like opening data to the public, has to be the greatest challenge. Capping the speed and flexibility of electronic information and communication and applying rigid, even restrictive guidelines to its access and content in an environment known for moving slowly.
This challenge is keenly felt by CIOs, CDOs, and MIS professionals tasked with open data initiatives, facing the delicate balance of moving at the right pace, which may not always align with the elected officials’ or the public’s expectations.
Doug Robinson, the director of NASCIO, a boutique national organization of state and territory government CIOS, can attest to the ever-changing landscape of senior leadership positions within top IT positions. The turnover within this role is unparalleled, reflecting the dynamic nature of the challenges they confront.
Headd’s advice to “not get comfortable” and to recognize the temporary nature of public service is a sad reminder. While this may be true in certain cases, government IT professionals should not assume that short tenures are inevitable. Success in one administration can lead to opportunities in another, presenting an opportunity to contribute their knowledge and expertise to new open data challenges.
In conclusion, embracing incrementalism is not a concession to inefficiency but a pragmatic acknowledgment of the intricacies within the governmental machinery. It requires a delicate balance between pushing for progress and respecting the established processes, ensuring that the journey towards open data initiatives is both sustainable and impactful.