When I joined the UN from the business sector, I thought we talked too much before we started doing (taking action). In retrospect I still tend to agree with that original thought sort of somewhat but not to the extreme that I originally envisioned.
UN development issues are complex and have a number of variables (other parties, sociological and economic issues, etc) that need to work in unison. However, for internal administration and management whether it is talking about programs or administrative issues we can stop talking and start doing, perhaps, a little bit earlier.
While sitting at an airport recently I saw this IBM advertisement Stop Talking Start Doing and immediately flashed back how impatient I was in UNICEF to get-on with it (take action). I must confess that from UNDP and UNICEF where I worked we tended to talk too much before taking action. Of course it was necessary to gather the facts and make the right decision, but too much indulgence in talking and writing minutes delayed action.
On the contrary when servicing the Executive Board Meetings we had stiff deadlines that forced UNICEF staff to talk less and take immediate action. These actions could have been finishing up on formal reporting to the Executive Board or clarifying issues raised during bilateral meetings with Executive Board members. But executive board members did not show any delight in talking less until one member1 from the Australian Mission to the United Nations made a suggestion (some time in the early 90's) that Executive Board members should not speak for more than five minutes with 2-3 minutes for responses.
Board meetings which normally ran until 2 A.M.the next day now finished at 5 or 6 P.M the same day with everybody happier, much less tired, and a job well done. Prior to the 5 and 2 minute limitations Board members spoke as long as they desired, 40-60 minutes and more. It was a delight to see how more was done with less talk, at least as far as the Board meetings were concerned.
On the other hand, some times, taking action without much thought can also spell disaster. But there should be a time when action must come. On the assumption that UN business takes too long, UN agencies may try to halve the lead-time of their processes and decision-making to quicken the pace. For instance, if it takes nine months to formulate a country program, try and finish it in 4 or 5 months without overworking staff in the process. While 50% cut in time may be a bit too ambitious, at least it may enable the organization to achieve a substantial reduction in time by aiming at a bigger cut in time, particularly in the time it takes to make decisions. It may be better to have flags on the time scale that enforces decision points that involve senior management.
I think there is no magic formula about when to stop talking, but giving greater emphasis to doing will enforce action. If we look no further than the private sector we can see what that means. If Dell is talking too much they may be in for a surprise when a competitor has got better PCs to market before them. I think just flagging IBM's motto Stop Talking Start Doing in every office room of UNICEF can change the psyche that it is time to take action or action should be taken soon. If you have been talking in meetings about doing something and if you think that a bit of too much talking has taken place, then have one final meeting and call it the action meeting. Make a decision and get-on-with-it.
Think of it this way. Some where in some third world country children are starving and dying by the thousands from hunger, disease and other health and social hazards. Anything you can do to take action faster means that you will reach those children at an earlier date.
PS: 1. On a sad note, this Australian delegate a few months later died of throat cancer. I cannot recall his name. He was a fine gentleman and very proactive at the Executive Board meetings. God Bless his soul and his everlasting contribution to make UNICEF Board meetings more effective and efficient.
PS: 2: I will be having some 'talking to action' stories to write about in some future self-publications.
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