What Transformative Leaders Can Do to Initiate and Institute Effective Federal Change

William J. Mea

Abstract


Many Americans have the expectation that their government through the mix of public policies and pragmatism will respond to its citizens’ core needs, and when this requires change, that progress will be straightforward. However, in reality, achieving successful transformation and change in government can be exceptionally challenging. Sometimes political or economic conditions have changed, sometimes methods for achieving progress are outdated or obsolete, and sometimes the public’s expectations have changed.
The Federal government can be trusted to reliably do much good for its citizens. Year in and year out the government provides essential services without a hitch: retirees receive their Social Security checks on time, medical support is provided for the poor, and our nation’s security apparatus provides globally-deployed defense forces across all time zones. Despite these benefits, some citizens have grown to expect instantaneous results from a system that was not designed for speed. This could be anticipated if one’s expectations are influenced by the experience of using modern apps on an iPhone or Android to instantly contact a ride, buy a new suit, or find a restaurant. To people unfamiliar with the inner workings of government political change seems to be stymied by complexity and confounded by process. But our government was designed to be careful and deliberative, with the legislative process being sometimes contentious. Within this context, government leaders need to discern how to manage achieving the art of what is possible.

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