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Creating Effective Rules through Green Tape (Rule Stakeholders (Involve…
Creating Effective Rules through Green Tape
Reconceptualizing Rule Effectiveness
Needs to achieve organizational purposes
Public orgs basically know when rules work
Vehicle for eliciting voluntary cooperation between individual and org
When to write a rule
Significant organizational problems with reasonably clear causes
Academic research - rules increase over time, but at some point the growth slows down
Appropriate rule writing depends on clarity of org goals and availability of technical knowledge for problem solving
Unwritten rules - unimportant problems and unclear solution sets
Rule Stakeholders
Involve stakeholders in rule design
Solicit input of people most affected by rule
Without input, public managers may craft rules in vacuum w/o full understanding of what rules will mean
Helps with rule design and implementation gap
Allows for potential for greater compliance from rule followers
Green tape theory
based on employee experience with rules
Five rule attributes determine good or bad
Rule formalization
Process/outcome increases merits of an org rule
Triggers understanding of rule
Legitimacy
Rule Logic
Logical connection between design and purpose
Consistent application
Avoiding systematical exemptions of certain groups/people from rules
Optimal control
Control can standardize behavior, but can increase inefficiency
Need to find line between over and under controlling
Rule understanding
Stakeholders need to understand the
why
of the rule
Can facilitate compliance
Promises & Pitfalls
Creates a comprehensive view of rules
Based on range hierarchical perspectives
Red tape comes from "rules be bad"
Green tape = good rules people will follow based on five traits
Effective rules require managerial time, attention, and focused action