Publisher's Synopsis
This little book does not prophesize that the sky is falling on cities and towns. It does not suggest that officeholders lack commitment and dedication. It is argued here that city and town councils are generally locked into governance structures that restrict them from being more effective. Councils are bombarded with demands, requests, and even threats, and often are unable to satisfy all constituencies. The fundamental premise is this: For councils to fulfill their roles more effectively requires a transformation not of the structure of governance but of a government's culture, using different and possibly new leadership styles. Councils must change rigid habits, arrangements, and thoughts and adopt an outside-in culture, one that discards unnecessary processes, procedures, and structures; allows extensive probing and questioning of premises and arrangements; and avoids the status quo in making decisions. Councils in large and small towns must comprehend the changing nature of society beyond their city limits and how these changes influence the behavior of citizens. An outside-in culture suggests the need to elect and appoint people who exhibit renaissance leadership skills and talents.
