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Chapter 5: Creating Effective Rules through Green Tape (Pitfalls of Green…
Chapter 5: Creating Effective Rules
through Green Tape
Reconceptualizing Rule Effectiveness
effective rules achieve organizational purpose
voluntary cooperation of those expected to follow, enforce and explain organizational rules
cooperation easier than coercion
interaction spark level of cooperation
When to Write a Rule
unwritten rules for flexibility in solving provlems
organizations response to problems (recurrent, consequential/salient) that involve multiple people where solutions have been attempted
rules increase over time, but their growth rate slows down
Rule Stakeholders
get input of people most affected by rule whether employees, businesses or citizens
Pitfalls of Green Tape
assumes effective organizations require effective rules
argues that effective rules require good rules that people will follow
each green tape element is necessary bt alone insufficient in creating rule effectiveness
green tape based on diversity of employee perspectives, but written for public manager- other lenses (immigrants, citizens) might produce dfferent conception of effective org. rules
Green Tape
five attributes identified as key contributors to rules perceived as good or bad
rule formalization
process and outcome of putting rules into writing
written rules are more effective
rule logic
effective rule requires logical design
accuracy is criterion for procedural justice
consistent application
consistency not about rigidity but avoiding systematically exempting specific people or groups from rules intended to cover all
perceptions of organization being procedurally fair
optimal control
sweet spot between inadequate control and excessive control
promises efficiency, signals sincerity in achieving rule purposes, and tells employees and other rule followers that they are trusted enough to not be micromanaged
rule understanding
perception matters
the more rules perceived as having clear purpose, the more they're perceived as being followed and effective
Red Tape v Green Tape
Green Tape
narrow in scope
incorporates rule formalization
accords stakeholders a significant casual role
Red Tape
employees dont associate red tape with written rules
correlates with need to secure verbal permission from above to address small issues
broader in scope
defined by ineffective written rules
casts wide theoretical net to predict bad rules