5.4 Underground Employee Gorilla Networks in Government

The negative impact of government metrics and performance standards drive many employees underground into what I call Underground Employee Gorilla Networks. These networks thrive because they have resources available to them due to the inherent inefficiency of government. (Government inefficiency, metrics, and performance standards were previously explained in Sections 5.2 and 5.3.) These networks are … Continue reading 5.4 Underground Employee Gorilla Networks in Government

5.3 Metrics in Government

The need to have built-in inefficiency is not the only thing that differentiates government from the private sector. Success in business and success in government are measured quite differently. In a business, metrics are an important management tool, but the true and unescapable measure of success is profitability. In government metrics are the only way … Continue reading 5.3 Metrics in Government

5.2 Efficiency and Government

During my government career, I was a part of many project teams. Even though few career government employees are overtly vocal about their political beliefs, I knew that there were liberals, conservatives, and moderates on our teams, and that they had different value systems and beliefs that could be a barrier to teamwork. I thought … Continue reading 5.2 Efficiency and Government

5.1 The 4th Branch of Government

My friend Colonel Thom likes the phrase “passive irresponsibility”. I like that too as a way of explaining our federal government’s frequent failures. No one really means for the health care web site not to work, for VA construction projects to go far over budget, or for Veterans to have to wait and wait and … Continue reading 5.1 The 4th Branch of Government