Two definitions first:

Management is the art of motivating people to do things you want done, but in such a manner that they feel that they came up with the idea -- therefore, more incentive to succeed at the task.

Politics is the art of knowing how to talk to people (in their language) to get what you (or your organization, agency, etc.) want done. It’s not the monolithic system that it seems from the outside; it’s really quite malleable. You just have got to learn the etiquette and language of power.

On getting something accomplished in the bureaucracy

Emiliano Zapata once said:

    When you go for your civil rights, don’t go with your hat in your hand; go with your rifle in your fist.

In other words, when dealing with other bureaucrats, be firm! Don’t get mad or bluff strength. Honey always works better than salt. But don’t allow the other person to say no until you have received a satisfactory answer. The trick to government is that if you bug bureaucrats enough, they will solve your problem just to get you off their backs. Therefore, be persistent without being obtuse; exploit the situation without abusing it.

On illusion of the process

1. (1)If you don’t accept the ‘game plan’, after a while the game will change. You just have to survive the transition (no small task).
   

2. (2)There is a difference between illusion and bullshit. The ‘game’ is very ‘real’ in the sense that it is presently true - NOW. But it wasn’t always like that and it will not always (in the future) be the same. Everything in this world is transcendental.
   

3. (3)It’s ‘real’ in the sense that you have to put up with it, but it’s ‘illusionary’ because if you wish to change it, largely it will change. You just have to really want it to change.
   

4. (4)You can’t simply talk in an idle manner about doing some action or reform. You must put it into action -- daily, one step at a time, slowly, diligently -- and eventually it will occur. Since time is all the same moment, whenever you finally achieve this action, it will seem like no time at all has passed. This is because you will have taken personal, active participation in the development, instead of being a quiet outside observer, to whom everything seems to suddenly and radically change.
   

5. (5)Solid foundations beneath seemly radical changes creates the reality of a great sudden change that sticks. Without the foundation, the sudden changes will not last, because the change is only a first step in a long process. If, rather than seeing it as a first step, one sees it as a final, heroic change, then no further steps will be taken and the action will easily succumb to rationalization.
   

On the combatting of corruption

I saw “20/20” on TV last week. Serpico, from the NYPD, was featured. He had some interesting things to say about ‘savior’ fantasies. He said everyone was always saying they wished he or someone like him could clean up their corruption. He noted that Americans were too hung up on Superman or Superwoman or the Lone Ranger riding out of the horizon and saving them. The problem with this, in his eyes, was that people were responsible for their own actions and environments (bio, office, organization, etc.). They shouldn’t be waiting, listlessly, vegetable-like, until someone else saved the day. We are each responsible for ‘saving’ ourselves.

This applies very directly to cop-outs by government bureaucrats who claim that they are acting on orders and are not responsible for their actions and/or decisions. Herein lie very heavy shades of the Nuremberg war crimes trials. No one, in this perverse system, is really held accountable in the final analysis.

On meditation

I thought, ever since my first position in government, that the University of New Mexico Public Administration Department ought to teach a course on meditation, because for long periods of time in many bureaucratic positions there is, quite literally, nothing to do.

Overwhelming enthusiasm for change will only result in extreme frustration. (The higher you rise the farther you will fall.) Be a little more level-headed about the reality of the situation without giving up hope or idealism.

Quickly you will see that when there is nothing to do, you should keep quiet. Busy work is the result of complaints; therefore, if you shut up, you will be left alone. Most bureaucrats spend 30% of their time working and 70% of the time acting like they are working. This is partly because there are too many people on the payroll, and -- this applies to public administrators -- there are already too many administrators.

On elitism

In the Public Administration program, you are taught ‘X & Y’ theories, etc., as though there is a distinct dichotomy between them. But remember: regardless of whether you exercise ‘Theory X’ elitism or ‘Theory Y’ human relations, you are still administrators. And that is, due to the nature of hierarchy, inherently elitist. To put it another way, if human relations really worked like the theories, there would be no need for public administrators!

On human relations

It’s a great idea (if you include the above) but most people aren’t playing that game, so beware! Everyone else is playing sexual harassment; innuendoes or boss-male/secretary-female; hierarchy oppression; you-employee/stupid/imbecile, me-boss/smart/all-knowing; etc.

On good grades

It’s good to learn the course material (as long as you realize it’s only theory) and good to have A’s in your courses. But your main concern ought to be getting a job. A’s only count for doctoral studies. Otherwise, no one really cares -- in spite of what you’re told by your professors. And this is a professional degree, i.e. it is for getting employment, not a purely esoteric academic exercise.

On politics

• Don’t be afraid of politics. You are, after all, in Public Administration. But be careful -- you are only a novice at the game.

• Don’t tell lies -- the truth is easier to remember.

• In spite of all the myths (at least in New Mexico), being politically aggressive is advantageous. In fact, unless you wish to stay in one place for the next ten years, it’s an absolute necessity. And, although it takes a while to be noticed, competency will be rewarded. Just look around -- the incompetent employees can get ahead, due to seniority, but it takes a long time. But, of course, you have to be very competent to succeed, not just lackadaisical about it.

• Don’t make enemies. Even people whom you despise may eventually help or hurt you. This doesn’t mean being two-faced; if you’re asked something, reply honestly, but with tact’. (If you can’t say something positive, shut up.) Don’t lie; no one will have respect for you, least of all yourself. Just be polite to everyone, and even if they despise you, you’ll get them to do a lot for you.

• Don’t allow yourself to get caught in the ‘intimidation rut’. You can’t be intimidated unless you allow it. Intimidation involves two parties: the person doing the intimidation and the person who is accepting it. A lot of attempted intimidation by others is not caused by their being inherently evil people, but rather their inability to objectively view their participation in oppression, i.e. they are mainly just playing out generally accepted social roles.

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