• https://www.youtube.com/watch?v=OKh63OiL4wY
    Stories of Change

    The interview series “Stories of Change” asks high-ranking politicians about their political management experiences. The Interviewers - young leaders from the Transformation Thinkers network - ask detailed question about political management.

  • Instrument
    The instrument includes information for possible tasks and questions in the individual phases of the reform process.
  • Tools
    The tools can be used to apply the reformcompass in practice. Short descriptions, examples and templates for various tools can be found in this section.
  • Case Studies
    The health care reform of the grand coalition: strategic successes versus the shadow of failure
  • Teaching Materials
    The ReformCompass can be used in practice as well as in research and teaching. In order to simplify its use in teaching we provide presentations and practice exercises
  • Background
    In this section, information about the project history, the methodology of the reformcompass and further references can be found.
ReformCompass
Compass

The ReformCompass serves equally to develop strategic competence, as well as analyze strengths and weaknesses in political and organizational reform processes in the public sector.

Drafting strategies that are effective, acceptable and which can be implemented is currently one of the greatest challenges for the public sector. Successful reforms require a continuous taking into account of the three criteria of competence, communication and capability of implementation.

 

 

Where does your project stand?

The ReformCompass helps you to determine the status quo of your project, think through the steps taken so far and plan the next steps.

The instrument includes information for possible tasks and questions in the individual phases of the reform process.

What academia and practice have to say
  • "One of my colleagues was a master at opening windows of opportunity while he was head of the environmental department. When there were none, he would create one, e.g. by scandalmongering about companies that did not adhere to environmental regulations."

    Jürgen Heinrich
    Dezernent a. D., City of Bielefeld
  • "Nothing works automatically in a strategic process. […] Employees need jointly developed goals and associations need direction or a perspective. The entire goal system must be designed such that [...] anyone can gain a personal benefit in one form or another."

    Clemens Graf von Waldburg-Zeil
    General Secretary of the German Red Cross
  • "The capability to act strategically must not be equated with the naive belief that politics can be planned down to the last detail. It’s about structures and processes that make it possible for political actors, in the face of complex framework conditions and rapidly changing challenges, to pursue their goals more systematically, and to find forward-looking solutions to problems instead of making ad-hoc decisions in the short term."

    Dr. Leonard Novy
    Institut für die Wissenschaft vom Menschen, Vienna
  • "Reform processes and complex internal organizational decisions face a challenge that can never be planned in advance: people who pursue their own, sometimes unknown and changeable goals must become involved. Successful strategy requires that the complexity of long-term decision-making processes is accepted and that there is the possibility to also appropriately respond to changed situations."

    Prof. Dr. Nils C. Bandelow
    TU Braunschweig
  • "Reformers need tools that strike a fine balance between conceptual strength and practical relevance – complicated, but not overly complex; clear and crisp, but not simplistic. The Reformkompass focuses on several highly technical issues of government reform, but also has a sharp eye for political structures and political power games."

    Dr. Martijn van der Steen
    Deputy-Director at “Netherlands School of Public Administration (NSOB)”
  • "Strategic management is less about just implementing certain goals but more about realistically assessing which goals can be achieved with one’s own organization."

    Prof. Dr. Isabella Proeller
    Universität Potsdam
  • "Demands are often made for reforms to be explained. It is said that political changes must be linked to plausible narratives. However, justifications after the fact are the norm in the political debacle. Strong decision-makers have to be strong communicators at the same time."

    Prof. Dr. Andreas Blätte
    University of Duisburg-Essen
  • "Early and competent communication is a requirement for gaining acceptance and support for political reforms. Communication is often ultimately the deciding factor as to whether changes are successfully implemented or not."

    Stephan Dorgerloh
    Minister of Education and the Arts for Saxony-Anhalt
Contact person
Dr. Henrik Brinkmann
Project Manager
+49 5241 81-81567
Henrik Riedel
Project Manager
+49 5241 81-81266
Partners
School of Governance
Universität Potsdam
Princeton University
Netherlands School of Public Administration
Humboldt-University Berlin
Belgrade Fund for Political Excellence
Hochschule Harz