Abstract:
Leadership, organizational structure, and communication/interpersonal relations are
key functions studied. Evaluation of the Interior Columbia Basin Ecosystem
Management Project (Project) considers how well those factors were managed by
Forest Service and Bureau of Land Management in a bioregional assessment during
a period from November, 1994 to November, 1995.
Exploration of leadership involved three areas: 1) creating a compelling vision, 2)
guiding staff to address that vision, and 3) how leaders cooperated. Each area
proved to be problematic, in some respects. Major problems were, respectively: 1)
lack of a clear vision, 2) inability to focus integration around key issues, and 3)
inability of leaders to put aside differences.
Organizational structure involved three areas: 1) adequacy and appropriateness of
staffing, 2) geography proximity of offices and job assignments, and 3) support for
staff and their work, in terms of materials, budgets, and time available to do the
work. Several problems were found in these areas. Though the overall quality of
people with the Project was excellent, some professional skills were missing or
under represented. The physical structure of the organization created problems in
communication and accessibility. Inadequate planning and lack of understanding of
process led to insufficient time to do the work as scheduled.
Communication/interpersonal relations involved three areas: 1) internal
communication, 2) the effect of decentralized work centers on communication with
constituents, and 3) interpersonal relations among staff. These areas showed mixed
favorable and unfavorable results. Though general communication was acceptable,
staff tended to feel that expectations for work were not adequately communicated.
Decentralized offices did not show positive effects on clientele access. Interpersonal
relations suffered from some cultural differences based on professional standards,
expectations for working environments, and lax management of interpersonal
communication.
