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Involving external stakeholders in decision-making has become more common place.
The Kansas Department of Social and Rehabilitation Services (SRS) began its preparations in 2004.
What might be learned from their approach for creating a change-resilient learning culture?
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In 2005 executives with the Kansas Department of Social and Rehabilitation
Services (SRS) held the same vision, but wrestled with the prospect of making
that vision a reality. If the agency truly desired public participation, it
needed to equip its staff for success in this arena. Before expanding outreach
to the public, it needed to become more change resilient internally. Otherwise,
SRS would receive input but not respond effectively - unable to truly listen
and incorporate the public thinking - a recipe for frustration on all sides.
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