View from the Cordillera

A Commentary on Achieving Excellence in Local Government
Read by Municipal Leaders on 4 Continents
Published by the Cordillera Institute

Paradigms of Leadership

The Paradigm of Opportunity  (Vol. 1, Issue 11)
Whenever we want to change some aspect of our lives or of the organizations of which we are a part, it is a wise practice to examine our paradigms.  If the change we want to make conflicts with 1 or more of our paradigms, it is very unlikely that it will succeed.  In the context of local government, this applies whether we want to change public policy or just some of the programs or practices intended to implement it.  At the root of virtually all public policy, at all levels of government, is the paradigm of opportunity.  Those who view opportunity as something available only to a select few will respond with policies which are very different from those who see opportunity as something available to most of us.  This issue explores some of those differences.  The policies compared are taken from education, public assistance, economic development, and employment.  And, it shows how the way we view opportunity will affect our ability to achieve excellence in local government.

Government First or People First?  (Vol. 2, Issue 2)
Survey after survey has recognized the growing dissatisfaction of the public with government.  The public is particularly displeased with senior governments but local governments are often unfairly tarred with the same brush.  The primary cause of this decline of public confidence and trust in government has been identified for some time now.  It's the fact that so many of our senior-government agencies operate from the paradigm of government first.  Those government agencies which enjoy good public support operate from the paradigm of people first -- and most are found in the ranks of local government.  This is not to say that most persons in senior government, or in government in general, operate from the paradigm of government first.  Yet, the struggle between these 2 paradigms continues in almost every public-sector organization, including local governments.  If people-first has the upper hand in your organization, this issue will provide some ideas on how to sustain it.  If government-first is favored by those in charge of your organization, this issue shows how you can become a catalyst for positive change, whether you are at the very top or anywhere else on the organization chart.  Next, we look at the 6 major challenges confronting local-government agencies today -- and see how they are really just facets of 1 primary challenge.  That's followed by some thoughts on how best to address that challenge, how you can apply it in your organization, and how to apply it to your personal situation.  While this may appear to be a tall order, it's worth remembering that no organization can achieve excellence if it places its own interests ahead of those it is supposed to serve.

Will It Be Government First or People First?  (Vol. 3, Issue 48)
This issue is the last in our 9-part series on recession-proofing our municipalities.  Throughout this series, we've examined the difference between 2 competing approaches -- priming the pump (where senior government decides how and where to spend your money) versus investing in the economy (where you, and everyone else who contributes to growing the economy, decide how the money we have earned should be spent -- or saved or invested).  In addition, we've seen that each approach is driven by its own paradigm.  In the case of priming the pump, that paradigm is government first.  Whereas, investing in the economy is based on the paradigm of people first.  In this issue, we revisit those paradigms.  If we think of them as roads, we see that they will take us to very different destinations.  How will this choice of 'roads' affect the future of local government?  How will it affect you as an elected official or as an employee of local government?  How does the government-first agenda manage to survive?  How is this agenda advanced?  How are 'crises' exploited?  This issue provides answers to each of these questions.  And, it concludes with some thoughts on how to choose the road to success -- the road to excellence in local government.