Dans un mode de gouvernement ouvert, un élément essentiel du travail des décideurs et des gestionnaires gouvernementaux consiste à découvrir et à encourager les valeurs, les capacités et les idées créatives des citoyens. Par conséquent, une «communication saine» est fondamentale.
Si vous essayez de contrôler les personnes, cela se présente souvent sous la forme de critiques ou en rejetant leurs idées, elles risqueront de vous résister, ou elles capituleront. Elles manqueront de motivation pour vous aider à atteindre vos objectifs. Par contre, si vous accordez aux citoyens le pouvoir de prendre leurs propres décisions, ils seront plus enclins à vous aider et seront davantage susceptibles de faire don de leur énergie, de leur créativité et de leur dévouement à votre cause ou projet.
Pour arriver à faire cela, vous avez besoin d’être capable d’accepter et d'encourager les gens dans la direction qu’ils ont déjà choisi - même si celle-ci n'est pas la direction précise que vous préférez. Atteindre le juste équilibre entre le contrôle et l’acceptation peut s’avérer psychologiquement difficile pour des gestionnaires gouvernementaux - même si cela est volontiers accepté initialement comme étant nécessaire.
Il faut être en mesure d’accorder suffisamment de liberté pour laissez aux citoyens participants comprendre par eux-mêmes ce qui doit être fait et comment cela devrait être fait.
Au fur et à mesure que le gouvernement ouvert se développera, il reviendra de plus en plus aux citoyens – et non pas à quelqu'un situé tout en haut de la hiérarchie - de résoudre les problèmes et de saisir de nouvelles opportunités.
De plus en plus, les citoyens arriveront à développer leurs propres visions de ce que le gouvernement peut faire. Une bonne vision n'est pas juste un tas de mots qui sonnent bien. Il s'agit d'une image concrète d'un résultat qu’une personne est profondément engagée à atteindre. Cela signifie qu’une bonne vision est très importante pour une personne. Si une vision n'est pas connectée à des choses qui lui tiennent vraiment à cœur, il ne s’agit que de mots. Lorsqu’une personne est réellement engagée dans une vision qui est connectée avec ses propres valeurs profondes, il émerge alors une puissance surprenante pour faire avancer les choses.
Par conséquent, pour qu’un gouvernement ouvert «marche», c’est-à-dire pour que la collaboration s’effectue et qu’elle conduise à des résultats optimaux, il faut s’assurer de mettre en place un climat de respect des citoyens, à un tel point qu’il leur est accordé la liberté de développer leur créativité et, par conséquent, leur propre pouvoir d’agir (empowerment).
04 février 2012
Casting a vote on actions at UN
My comment to JohnFMoore's new discussion thread at Citizens in the lab: Do you see a role for open government and citizen participation at the United Nations? http://citizensinthelab.com/forum/topics/do-you-see-a-role-for-open-government-and-citizen-participation-a
Casting a vote on actions... we can wait a couple of decades before seeing this happen at UN!
The 43 State members of the Open Government Partnership (at UN), which signed an open government Declaration, IF THEIR RULES OR PARTICIPATION were modified to include avenues of exploration to promote the development of open government around the world, they could create an association of open government states. On the portal of such an association, challenges to solve global problems could be asked to citizens from around the world (something similar, for instance, to the OpenIdeo.com platform.
Consider the Organisation internationale de la Francophonie: it has several vectors, operating under its umbrella. Several associations of state members, municipalities or universities, with various missions:
. Assemblée parlementaire de la Francophonie
. Agence universitaire de la Francophonie
. Association internationale des maires francophones
. Université Senghor
In the Open Government and Francophonie Project, at Step 6 (of 6), it was proposed to create a new OIF vector dedicated to open government. But the Francophonie would have to create first a multilateral partnership, similar to the OGP, for Francophonie member States. This Francophone multilateral partnership could merge with the existing OGP, or a more realistic avenue would be to establish bridges of collaboration between these multilateral partnerships. Eventually, these multilateral partnership structures could be heading toward a global association of open governments, in a few years from now.
Many initiatives are undertaken, having to do with open data. But in my opinion, the collaborative component of open government needs to be further defined and consolidated, for international organizations to successfully tap into collective social intelligence.
Multiplying challenges to solve global problems, where citizens of the world would collaborate, co-create and co-produce, would probably lead to a gradual change in global governance.
This is how I imagine things. There were no resources allowed for proper thinking of this grand vision of open government, in regards to the Open Government and Francophonie Project. Maybe, one day, I will have the opportunity to continue in this direction, or others will take up this task. It would be a logical step, in my opinion, to set up a global organization of open governments.
Can citizens take action? Can they create it themselves, without waiting for UN or other umbrella organizations? We have seen some attempts, last year, such as the Global citizenship project, driven (among others) by Lovisa Williams and Alan W. Silberberg. These efforts have stalled, just like the Open Government and Francophonie Project did. Why is that? Because of risk aversion from governments and lack of support of citizens' efforts. Where can citizens find the financial support to undertake such bold initiatives? Will governments agree to cooperate?
There is a need to write a decent business plan for such a social enterprise. I asked for help at Innovation and Economic Development (of my municipality). They refused to grant me access to their program. These local authorities told me that they do not have the expertise to conduct the business analysis of such a project. Citizens should go knock at some door, somewhere, a willing institution to provide financial support, with a project along these lines. I still think that it was a good idea to propose an international committee of experts, to do the thinking. We should try, and try and try again. But how not to sink into bankruptcy? I still hope that the think tank Edgeryders can identifiy possible solutions to this problem. We would have to discuss it, however.
Casting a vote on actions... we can wait a couple of decades before seeing this happen at UN!
The 43 State members of the Open Government Partnership (at UN), which signed an open government Declaration, IF THEIR RULES OR PARTICIPATION were modified to include avenues of exploration to promote the development of open government around the world, they could create an association of open government states. On the portal of such an association, challenges to solve global problems could be asked to citizens from around the world (something similar, for instance, to the OpenIdeo.com platform.
Consider the Organisation internationale de la Francophonie: it has several vectors, operating under its umbrella. Several associations of state members, municipalities or universities, with various missions:
. Assemblée parlementaire de la Francophonie
. Agence universitaire de la Francophonie
. Association internationale des maires francophones
. Université Senghor
In the Open Government and Francophonie Project, at Step 6 (of 6), it was proposed to create a new OIF vector dedicated to open government. But the Francophonie would have to create first a multilateral partnership, similar to the OGP, for Francophonie member States. This Francophone multilateral partnership could merge with the existing OGP, or a more realistic avenue would be to establish bridges of collaboration between these multilateral partnerships. Eventually, these multilateral partnership structures could be heading toward a global association of open governments, in a few years from now.
Many initiatives are undertaken, having to do with open data. But in my opinion, the collaborative component of open government needs to be further defined and consolidated, for international organizations to successfully tap into collective social intelligence.
Multiplying challenges to solve global problems, where citizens of the world would collaborate, co-create and co-produce, would probably lead to a gradual change in global governance.
This is how I imagine things. There were no resources allowed for proper thinking of this grand vision of open government, in regards to the Open Government and Francophonie Project. Maybe, one day, I will have the opportunity to continue in this direction, or others will take up this task. It would be a logical step, in my opinion, to set up a global organization of open governments.
Can citizens take action? Can they create it themselves, without waiting for UN or other umbrella organizations? We have seen some attempts, last year, such as the Global citizenship project, driven (among others) by Lovisa Williams and Alan W. Silberberg. These efforts have stalled, just like the Open Government and Francophonie Project did. Why is that? Because of risk aversion from governments and lack of support of citizens' efforts. Where can citizens find the financial support to undertake such bold initiatives? Will governments agree to cooperate?
There is a need to write a decent business plan for such a social enterprise. I asked for help at Innovation and Economic Development (of my municipality). They refused to grant me access to their program. These local authorities told me that they do not have the expertise to conduct the business analysis of such a project. Citizens should go knock at some door, somewhere, a willing institution to provide financial support, with a project along these lines. I still think that it was a good idea to propose an international committee of experts, to do the thinking. We should try, and try and try again. But how not to sink into bankruptcy? I still hope that the think tank Edgeryders can identifiy possible solutions to this problem. We would have to discuss it, however.
01 février 2012
My Top 3 Opengov wishes for Quebec
Someone asked me today which were my top 3 opengov wishes. What would be yours?
I would like the government of Quebec to make intelligent and appropriate responses that are expected by the people of this province to face new challenges of our time.
1) TAKE STEPS TO CHANGE THE MENTALITY in all areas and for all those involved, by LEARNING TO BECOME MORE FLEXIBLE in accepting calculated risks and incidents for what they are. Adopt a vision and new policy plan to take advantage of rapidly developing technologies and changes. Make the necessary changes so that values are changing in depth, which will lead to replace the culture of this government. Analysis of types of cases of resistance, mandatory training, methods that facilitate a way to work together, regular evaluations of employees and officials, convertion of the supervitory philosophy to an ‘horizontal supervision’, fewer regulations and more shared responsibilities, etc. Get away from the monolithic leadership model. Re-integrate elements related to the sacred: encourage different values, like listen, observe, emotional bonding with citizens and collaborators, show that you empathize, try to understand others, empower others, be of service together, share wisdom together, trust, etc.
2) BECOME AN OPEN GOVERNMENT LEADER in all areas and for all those involved, by TAKING CHARGE, taking responsibility for the development of open government in each department and institutions of the government, based on transparency, participation and collaboration. Inspire actions, at the municipal level, within the Canadian space, and at the international level. Take bold initiatives. Get out of the comfort zone by taking risks. Set stretch goals that enable to develop new skills. Become a purveyor of hope. Encourage and develop talent, create knowledge and promote excellence, exploite knowledge and add value, provide governance and define frameworks, create incentives and options.
3) DEVELOP SOCIAL INTELLIGENCE (COLLABORATION) in all areas and for all those involved, by setting DIVERSIFIED STRATEGIES of collaboration with organisations, businesses, other goverments and citizens. Become social smarts by understanding how to use social media to develop social intelligence and social networks. Build effective communities of practice based on co-creation and co-production, knowledge management, e-learning, professional networking and development. Bridge silos, increase collaboration, increase productivity, cut expenses, improve access to information, better manage programs, improve transparency, enhance and accelerate situational awareness and decision making, better serve citizens, and respond more rapidly.
MY TOP 3 OPEN DATA SETS
Open data is a sub-set of open government. I would like the government of Quebec to releases data of quality rather than a quantity of data that citizens will not know that what to do with. Data that leads to collective knowledge mobilized to process this data.
Release data, then draw on inspiration, ideas and opinions of organizations, businesses and citizens to solve problems together. Have development phases where people can contribute in a variety of different ways, ranging from applauding inspirations to contributing complex concepts. Being a part of a challenge would requires participants anywhere from a few minutes to many hours.
1) A CHALLENGE ABOUT INNOVATION: The DOSSIER SANTÉ, the digitalization of health records in Quebec raised several concerns. Release relevant sets of data, while organizations, businesses and citizen's help are asked to find solutions to improve efficiency in this area. Several problems are associated with the management of this project. They should be analyzed, while not losing sight of the overview.
2) A CHALLENGE ABOUT EFFICIENCY: Since 2000, HYDRO-QUEBEC awarded computer contracts that cost nearly $1 billion. Nearly 40% of them have exceeded the budgets, which doubled the expected spending. Certainly, data sets and information about contracts would help all to see more clearly and propose solutions to improve the efficiency of the government in this area.
3) A CHALLENGE ABOUT CREATIVITY: MUSEUMS have not established a comprehensive strategy to increase their revenues. Using data sets, ask organizations and citizens to seek diversification strategies and re-think the role and missions of museums to contribute to increase their revenues.
Read more at Edgeryders. http://edgeryders.ppa.coe.int/wiki/my-top-3-opengov-wishes-what-would-be-yours
I would like the government of Quebec to make intelligent and appropriate responses that are expected by the people of this province to face new challenges of our time.
1) TAKE STEPS TO CHANGE THE MENTALITY in all areas and for all those involved, by LEARNING TO BECOME MORE FLEXIBLE in accepting calculated risks and incidents for what they are. Adopt a vision and new policy plan to take advantage of rapidly developing technologies and changes. Make the necessary changes so that values are changing in depth, which will lead to replace the culture of this government. Analysis of types of cases of resistance, mandatory training, methods that facilitate a way to work together, regular evaluations of employees and officials, convertion of the supervitory philosophy to an ‘horizontal supervision’, fewer regulations and more shared responsibilities, etc. Get away from the monolithic leadership model. Re-integrate elements related to the sacred: encourage different values, like listen, observe, emotional bonding with citizens and collaborators, show that you empathize, try to understand others, empower others, be of service together, share wisdom together, trust, etc.
2) BECOME AN OPEN GOVERNMENT LEADER in all areas and for all those involved, by TAKING CHARGE, taking responsibility for the development of open government in each department and institutions of the government, based on transparency, participation and collaboration. Inspire actions, at the municipal level, within the Canadian space, and at the international level. Take bold initiatives. Get out of the comfort zone by taking risks. Set stretch goals that enable to develop new skills. Become a purveyor of hope. Encourage and develop talent, create knowledge and promote excellence, exploite knowledge and add value, provide governance and define frameworks, create incentives and options.
3) DEVELOP SOCIAL INTELLIGENCE (COLLABORATION) in all areas and for all those involved, by setting DIVERSIFIED STRATEGIES of collaboration with organisations, businesses, other goverments and citizens. Become social smarts by understanding how to use social media to develop social intelligence and social networks. Build effective communities of practice based on co-creation and co-production, knowledge management, e-learning, professional networking and development. Bridge silos, increase collaboration, increase productivity, cut expenses, improve access to information, better manage programs, improve transparency, enhance and accelerate situational awareness and decision making, better serve citizens, and respond more rapidly.
MY TOP 3 OPEN DATA SETS
Open data is a sub-set of open government. I would like the government of Quebec to releases data of quality rather than a quantity of data that citizens will not know that what to do with. Data that leads to collective knowledge mobilized to process this data.
Release data, then draw on inspiration, ideas and opinions of organizations, businesses and citizens to solve problems together. Have development phases where people can contribute in a variety of different ways, ranging from applauding inspirations to contributing complex concepts. Being a part of a challenge would requires participants anywhere from a few minutes to many hours.
1) A CHALLENGE ABOUT INNOVATION: The DOSSIER SANTÉ, the digitalization of health records in Quebec raised several concerns. Release relevant sets of data, while organizations, businesses and citizen's help are asked to find solutions to improve efficiency in this area. Several problems are associated with the management of this project. They should be analyzed, while not losing sight of the overview.
2) A CHALLENGE ABOUT EFFICIENCY: Since 2000, HYDRO-QUEBEC awarded computer contracts that cost nearly $1 billion. Nearly 40% of them have exceeded the budgets, which doubled the expected spending. Certainly, data sets and information about contracts would help all to see more clearly and propose solutions to improve the efficiency of the government in this area.
3) A CHALLENGE ABOUT CREATIVITY: MUSEUMS have not established a comprehensive strategy to increase their revenues. Using data sets, ask organizations and citizens to seek diversification strategies and re-think the role and missions of museums to contribute to increase their revenues.
Read more at Edgeryders. http://edgeryders.ppa.coe.int/wiki/my-top-3-opengov-wishes-what-would-be-yours
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