From Command and Control to Self-Confidence in Government: Meeting the Challenge in Doncaster

Abstract

This article compares some themes of change management theory against the practical experience of a large UK local authority as it attempts to move from `command and control' leadership to a more assertive, self-confident style of local government. This move is a response both to changing national legislation and local demand arising from a significant corruption scandal. The concept of `command and control' management is compared with that of self-confidence within the context of organizing for government, both central and local. The nature of self-confident government is then examined more closely in an attempt to answer some central questions — what is self-confidence, what sustains it and what benefits does it offer? These questions are then considered against the practical experience of a large metropolitan authority in England. The local pressures for organizational and cultural change, including those arising out of recent municipal corruption, are discussed along with the developing local responses. The article then considers the change issues that are arising for local service managers and the role of developing self-confidence in adapting and expanding their capabilities into the future. Some key learning points are identified.