What Time Is It?

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Michael R. Ford
January 24, 2025

One morning last month I was walking down a long hallway at work, I looked up and observed three digital clocks. All three clocks showed different times. Three clocks, three times. I immediately started thinking through scenarios. If a student showed up late to class, how would I know? How would they know? How could I possibly hold them accountable? If had an important meeting on campus would I be early or late? Would I know? How would hourly employees know when their shift was over? How could they be held accountable for arriving late or leaving early?

Yes, the scenarios seem silly, and thankfully classes were not in session so they were only scenarios, but that visual of mismatched clocks is stuck in my mind. Governing any organization, but especially a large complex bureaucracy, is akin to playing a giant game of telephone. Information must be shared in a way that is consistent and understood at every level. But, every time information is transferred, there is potential for confusion. Like that playground game, people can hear things incorrectly, be distracted, communicate something poorly or be purposely disruptive.

A core task of organizational leadership is minimizing the chances for confusion, regardless of the reason. How? Step one is ensuring there are clear and consistent definitions of key concepts at every level of the bureaucracy. At a university for example, the meaning of full-time enrolled student should be the same at the department and administrative level. Similarly, enrollment and financial numbers used for budgeting and planning should be the same as those used for everyday decision making. While it seems simple, it is quite common for terms to have different meanings in different areas of complex bureaucracies.

Step two is having clear role definitions so everyone understands what they are, and are not, responsible for as part of their official duties. It is as important that each employee understands their fellow employees’ responsibilities. Job descriptions that are adhered to must be created for all positions and be easily accessible. Related, step three is having clear and understood reporting structures so employees, and stakeholders, know where to go for information, tasks, etc. Such clarity minimizes the time and effort expended on navigating the bureaucracy as opposed to actually fulfilling the mission of the organization.

Step four is rooting out and preventing bloat. When organizations become too complex with too many layers of management it increases the number of communication transfer points where messages can get confused and/or work gets stalled. The smoother the path from decision to implementation the better. While hierarchy is a feature of the bureaucratic structure, and one that serves a purpose, too much hierarchy can negate the very control and order such a structure is intended to create in the first place.     

The overall goal of all of these steps is economy of force, i.e., minimizing the time and resources spent on secondary objectives, and organizational alignment, i.e., making sure goals and processes are consistent at all levels of the organization. I know this is not news to anyone who has taken or taught organizational theory, or worked in or led a public bureaucracy.

So back to the clocks. A complex bureaucracy will not make progress on large tasks without getting the small foundational things correct. The small foundational things are also often the highly visible things that can erode the confidence of stakeholders from outside the organization. I can look at my phone and see what time it actually is when confronted with misaligned clocks. But, a potential student, or customer, or taxpayer will see a small but highly visible error and naturally conclude the organization does not have its act together. People within a bureaucracy will learn to navigate around the small mistakes, but outsiders will remember them.

It is tempting when taking a new leadership role to swing for the fences. To make broad proclamations and promise change. There is nothing wrong with thinking big, that is why most people pursue leadership positions in the first place. But to accomplish big things, you have to get the little things right. Like the time!

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Author: Michael R. Ford is a professor of public administration at the University of Wisconsin Oshkosh, where he teaches graduate courses in budgeting and research methods. He frequently publishes on the topics of public and nonprofit board governance, accountability and school choice. He formerly served as an elected member of the Oshkosh, WI Common Council. 

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