few years ago two prominent British thinkers in the field of public administration reform, Osborne and Gaebler, tried to put some of the pathologies of public organizations claiming Professionals Deliver services and bureaucracies, solves problems Communities [bureaucracies provide professional and community services while solving the problems]. Obviously we do not
faced with a dogma and therefore the debate is open. But in my view such a sentence reveals the shortcomings of the bureaucratic model of administration has not been solved: that an excessive focus on the ways - procedures-end fund-shifting to the real social problem solving .
with the times and the increasing difficulties faced Administration must adopt an alternative approach, thinking and acting in a strategic sense, especially in prestacióni service organizations. This approach implies guide public action to solve social problems, equipped with clear objectives under the assigning and political mandate to develop a series of actions to achieve this, measuring and correcting if necessary .
involves change and talking about human structures such as the Administration this change is not easy. Must manage. For the success of this process could establish a decalogue based on the following aspects:
1. Leadership: one hand understood as interpersonal aspects of motivation and guidance, emotional management of change. For another, as the institutionalization of professional management function capable of setting a vision, build trust through a consistent attitude and willing to manage gaining political support environment / social strategy. Finally, understood as a distributed leadership that "empowering", create an enabling environment and act as a receiver / diffusion of ideas.
2. Involvement of professionals save continued suspicion between the administrative apparatus and the ruling class by launching a process of building trust by engaging people in the inner boiling debate and solving strategic uncertainties.
3. ecosystem adaptation: to raise public strategies always consistent with the historical, social and cultural life of society involved.
4. Results oriented, but what eye, that are aligned with the values \u200b\u200band social needs, providing them permanently visible in relation to their objectives and consistent with the principles and values \u200b\u200bset.
5. Communication and training: to achieve ownership through motivation.
6. Global vision, local implementation: strategic thinking demand a comprehensive and complete, but overall it should not prevent the concrete. It must always specify objectives, actions and accountable.
7. Strategy "usefully" documented: the written form mistrust if not greased leadership but it serves to promote participatory processes and a conceptual framework in which to locate.
8. Balanced and sustainable development: it forward, little by little, but progress. It's better than not.
9. Continuous Learning: understand the change as progress. Collective (organizational) and individual.
10. "Timing" of the process: the strategy is always long term, but the success lies in how to go modulating time with decisions and situations that may occur.
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