The culture shift "we're now doing it this way" begins to happen.
That doesn't mean tipping out current employees and bringing in a new crop. Although in some cases I believe that may be necessary. Research shows that 70 per cent of all change efforts fail because of the culture of the organisation's employees.
One major reason why such change is difficult is that organisational cultures, and the organisational structures in which they are embedded, often reflect the "imprint" of earlier periods in a persistent way and exhibit remarkable levels of inertia.
The recent case of a woman's benefit being cut because she went on two Tinder dates is an example of a punitive organisational culture that has no place today in a government department.
A case manager at the Ministry of Social Development stopped a South Auckland solo mother of three's benefit when she was informed about the dates.
What I found worrying is that two Tinder dates are seen as a reason for cutting a benefit.
What's so wrong with a solo mother doing what many other people do; use Tinder to find someone to go out with and hopefully have a good time.
When I first heard about the decision I thought it must have been made by a small minded, judgemental case manager who considered the two dates a dependent relationship. But I was wrong. MSD has since apologised and the benefit reinstated.
It says a mistake was made and it was two missed appointments that caused the benefit to be cut. But that was wrong too. It was apparently stopped over separate allegations that the solo mother had been living with a partner and both were working.
Those allegations were never proven. So I was right. A small minded, judgemental case manager.
The question that must be asked is, why would a benefit be stopped before an allegation is investigated? Surely that's the wrong way around. The Prime Minister herself wants to see a commitment to instilling a new culture in the huge department that is MSD.
If I was the chief executive I would consider asking MSD clients to help in ushering in the desirable culture change.
Every six months for the next five years, because culture change doesn't happen overnight, get all clients to fill out a short questionnaire on the helpfulness, or otherwise, of the services provided and the helpfulness and attitude of their case worker.
If they don't have a case worker then use another short general questionnaire to find how helpful, or otherwise, they found the services of MSD.
With direct client feedback MSD can track exactly how well their employees are doing and if their services are hitting the mark.
Clients should also know their responses will not be shared with case workers. It will become apparent very quickly who's making an effort to embrace the necessary culture change being promoted and who isn't interested.
MSD decisions impact on the lives of thousands of New Zealanders. Respect, tolerance and accountability should be demonstrated on both sides of the table. But I expect those who hold the power to be the role models.
- Merepeka Raukawa-Tait is a Rotorua district councillor, Lakes District Health Board member and chairs the North Island Whanau Ora Commissioning Agency. She writes, speaks and broadcasts to thwart political correctness.
