creating effective rules through Green Tape
creating effective rules
through Green Tape
green tape: attributes of effective rule design and implementation
to increase the technical and social merits of an organizational rule
rule formalization in depth thinking
legitimacy: legitimize implementation and make rules easier to follow and enforce
core of rational thinking and a necessary attribute of green tape and contributor to the organizational dimension of rule effectiveness
consistent rule application
Consistency is a powerful dimension of the individual perspective on organizational rules.
Rule consistency also informs rule behavior, as evident in the work of political scientists John Brehm and Scott Gates
how rules minimize discretion and standardize organizational behavioral but in the process trigger ineffi ciency, morale problems, and counterproductive work behaviors
raises the question of how one identifi es
engage in practical reasoning to avoid inefficiency and the negative social or psychological consequences of excessive or inadequate control.
understood rule purposes
Rule stakeholders need to understand the why of compliance in order for a rule to be eff ective green tape.
The idea that understanding a rule’s purpose facilitates compliance is echoed by the public works secretary who felt she could adhere more fully to rules because she took time to understand them
promises and pitfalls of green tape
The green tape theory of rules provides guidance on the characteristics that make or break rule effectiveness
how public organizations can design and implement
eff ective organizational rules
to reconceptualize rule eff ectiveness by drawing on the implications of the organizational rules framework
a section on green tape theory identifies five attributes of effective rule design and implementation
red tape and green tape theories are compared for their respective contributions to understanding the effectiveness of rules
First order: reconceptualize rule effectiveness
individual and behavioral perspective: people are not passive recipients, they are active participants
organizational purposes: conceptualize through people and organization
public organization know when rules work
stakeholder involvement: close the design-implementation gap that is created when rule-designers and rule followers are two separate group
the potential for greater compliance from rule-followers
also strengthen the relationship between managers and employees
builds the trusts between managers and employees
incorporating the experiments, understandings and beliefs of those cooperation is required
two significant differences between green tape and red tape
A primary distinction lies in rule formalization, the written quality of the organization’s rule.
Red tape is defined by ineffective written rules, the extent to which a rule is specifi ed in writing is variable in the green tape framework.
A second distinction lies in the scope of explanations posed
Red tape theory casts a wide theoretical net to predict bad rules
green tape is narrower in scope and focused on att ributes of rule design and implementation that raise or lower rule eff ectiveness.
another essential element: voluntary cooperation of those expected to follow, enforce and explain
effective rules must be defined by the extent to which they elicit voluntary rather than coerced behaviour
when to write a rule
scholar and common sense
be identified for effective rule-writing: significant organizational problems with reasonably clear causes
the certain problems: recurrent, consequential, silent a practical guide for avoiding writing rules
reasonably certain solutions: second condition for effective rule writing
interaction: final element of the revised conceptualization of effective organizational rules
three types of red
tape: stakeholder, organizational, and multidimensional