What Everyone Knows

Every organization has a set of beliefs, or norms, that guide day to day interactions and processes. Organizational beliefs help to frame our decision making and allow us to be consistent and efficient. In public agencies, there are a lot of them. Sometimes, however, our beliefs become so ingrained that we use them as an excuse for not moving forward. Our beliefs can prevent us from making the change we know we need to make. You may not even be aware of the beliefs that are preventing you or your organization from making the change that is screaming to be made.

Oftentimes, these inhibiting beliefs are expressed as what "everyone knows." If you've been around long enough and your organization is bureaucratic in any way (what organization isn't bureaucratic?), you've probably heard a few. Here are some beliefs that I've recently heard--things that "everyone knows" about working in the public sector:

"Everyone knows" that...
• You can't fire public employees.
• Most government jobs can't be measured.
• Enterprise fund departments can do whatever they want because they make money.
• The Police Department gets whatever they want.
• The public "loves" the Fire department.
• Performance evaluations are meaningless.
• Human Resources will say "no."

You can probably come up with your own list of "everyone knows" for your community and organization.

Logically and realistically, we know that these assumptions are inaccurate. Anyone of them can and has been proven false in government agencies across the country. Yet, perceptions and preconceived ideas persist.

We are all being challenged to reinvent how public services are being delivered. Our traditional structures, approaches, and models are not sustainable as we move into the future. The shifts we are facing beg the question: "What beliefs prevent us from moving forward?"