85 Theme AA: Inflexible and dogmatic policy makers.
With no flexibility comes rigid policy. People are needed that can think out of the box and be responsive to changes.
Theme AB: Not enough feedback.
Consistent communication is important to support, amongst other themes, theme Z.
Theme AC: No implementation of policy.
If policy is not bought into, does not have a dedicated person driving it or is considered or is considered to be sub-standard it can end up sitting on a shelf and not being implemented.
These are just some reasons, though they do vary substantially.
General discussion of the Theme:
From the eleven participants in the interviews, a total of thirty three responses were recorded.
Albeit a staggering twenty nine were unique answers.
This implies that when the individuals or respondents collaborated, as a collective they much better understand the environments and contexts within which they operate. This, naturally, would not have been possible if they attempted this on their own. Should the number of participants have increased the number of unique answers would have remained as high in relation to all responses.
This would have provided an even more holistic view.
It is important to note that none of the answers are wrong. Furthermore, none of the answers can contradict each other, because the variables highlighted would have been identified as a result of the respondent experiencing it in a particular situation.
However, as with the previous questions; the aspect that has not been discussed is the link between variables.
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Theme C: EThekwini Municipality’s human resource’s skills.
Due to Metro status of eThekwini Municipality and the resulting financial resources that it has at its disposal; the Municipality is in a position to attract the appropriate skills. It was mentioned by two respondents.
Theme D: Staff capacity.
Staff at eThekwini Municipality has the ability to create capacity for important issues. This theme was articulated by two individuals.
Theme E: Relationship with other departments within the eThekwini Municipality.
Themes E to I were mentioned by only one respondent. Most departments within the eThekwini Municipality have a good relationship with each other. This is through formal and informal channels.
Theme F: Need to change from international pressure.
Often only if there is pressure, and from an important source will it act as an impetus for the creation of the necessary policy.
Theme G: Committed people.
People working for a higher cause can better aid the policy formulating process.
Theme H: People that have skills and vision.
While this is linked to Theme C, people also need to be visionary.
Theme I: High level support.
This theme was mentioned in a few earlier themes. Often any task is readily accepted and worked on by the organisation at large when it is sanctioned by top management.
Theme J: Major weather impacts can act as a catalyst to stimulate action.
This theme was mentioned by two respondents. Macro weather events can serve to sensitise people about climate change. However, if people are not directly affected the stimulus can be worn out fairly quickly.
Theme K: Pressure from civil rights groups or residents.
This theme was also mentioned in earlier themes and again here by two respondents.
Theme L: Leadership from the City Manager and Deputy City Managers.
While this links to Theme I, support and leadership need to be separated. Strategic management should take an active role in leading the policy formulation process. It was highlighted by three respondents.
87 Theme M: Policy writers.
In order of policy to be communicated properly, it has to be written properly. Themes M to Q were all mentioned by one respondent each.
Theme N: Technology.
As we progress into the technological age, the amount of available technology that aid policy making is increasing.
Theme O: Modernisation.
While linked to Theme N, this theme is about making what we do, even thought processes to an extent, more sophisticated.
Theme P: Globalisation.
We are now in a situation where borders of countries are becoming more blurred and the world is becoming a smaller place.
Theme Q: Clear view of what to achieve.
Having an unambiguous picture of what has to be achieved is important, because every decision has to be made in pursuit of that picture.
Theme R: Political support.
While this theme is mentioned in question 10, there are instances where political wing of government will have an enabling effect on policy formulation. This was cited by two respondents.
Theme S: Strategy and policy process must support each other.
Policy cannot achieve anything unilaterally, it needs to support and be supported by other documents and plans. The theme and the next were articulated by one respondent each.
Theme T: Well developed communication network.
This was mentioned by one respondent. It states that in order for the policy to be effectively communicated, an efficient network must be in place.
General discussion of the Theme:
Twenty seven responses were mentioned by the eleven respondents. However, only twenty were unique in nature.
As with the general discussion with the previous theme, when individuals pool their knowledge and experience they are better equipped to identify a more comprehensive response to any question, problem or opportunity.
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It is important to note that the number of responses to this question is much lower when compared to the previous question. The previous question asked the respondents to identify the limitations of policy formulation, while this question asked for variables that aid policy formulation. Based on the higher number of responses to Question 10 and the lower number of responses to Question 11, this seems to indicate a fault finding culture as opposed to a solution orientated culture.
The absence of CAS or holistic thinking in this and all preceding questions is making a very good argument in support of embedding CAS in the organisation. Brown et al. (2004) and Chapman (2004) have articulated the benefits of CAS very nicely. As a result of exhibiting that CAS has numerous benefits and that CAS thinking is essentially non-existent, it should serve as a solid argument for the introduction of CAS thinking into the Municipality. Furthermore, Meet et al.
(2007) has exhibited how complex systems thinking can overcome challenges.