Reflective Insights on Integrity-Driven and Adaptive Leadership in Infrastructure Decision-Making

1.     Introduction

The development of Bhutan's infrastructure has been a significant focus since the 1960s, beginning with the construction of the first road connecting Phuentsholing to Thimphu. Over the years, the government has prioritized building roads, suspension bridges, and public buildings, which have contributed to social and economic progress. However, despite substantial investments, the construction industry faces ongoing challenges related to quality, innovation, and sustainability. Roads often break down too soon, which means they need to be fixed over and over again, which puts a strain on budgets. This shows that planning and execution are not perfect.

As a professional in the Department of Surface Transport, I have encountered the complexities of infrastructure decision-making. A recurring dilemma is whether to construct a shorter, higher-quality road or a longer, potentially lower-quality one. This decision is not merely technical; it also involves moral and leadership considerations, balancing political desires, public needs, and ethical responsibilities. Frameworks like Moral DNA and the RIGHT (Rules, Integrity, Good, Harm, Truth) framework can guide decision-making to ensure it is both technically and morally sound. The Cynefin Framework aids in understanding the nature of these problems and determining appropriate responses.

In this essay, I contemplate the ways in which these frameworks can improve leadership practices in my workplace. I aim to lead cultural change, improve the workplace for my team, navigate contradictions, and transition from compliance-based management to adaptive leadership.

2.     Applying Moral DNA and RIGHT Framework to a KPI or Initiative.

Recognizing my Moral DNA as a JUDGE, I understand the importance of balancing obedience, honesty, and reason in leadership. These elements are crucial when making decisions that impact budgets, timelines, and quality outcomes in public infrastructure. I have revised the Key Performance Indicator (KPI) from "Develop a framework for Action Research" to "Enhance long-term road performance and user satisfaction through ethically guided and evidence-based budget decisions." This new KPI emphasizes results-oriented performance, focusing on sustainability, accountability, and user-centric service delivery.

Utilizing the RIGHT framework, I ensure that our decision-making processes adhere to professional and moral standards:

•  R – Rule: Adhere to national standards, policies, and engineering codes, ensuring transparency in budget prioritization.
• I – Integrity: Maintain honesty and consistency in decisions, resisting pressures for short-term gains.
• G – Good: Aim for long-term benefits for the public, considering the broader impacts of road quality on safety and access.
• H – Harm: Identify and mitigate potential harms, recognizing that low-quality construction can lead to greater long-term costs and loss of public trust.
• T – Truth: Uphold honesty in all communications, ensuring that decisions are based on accurate information and realistic assessments.

By systematically applying the RIGHT framework, I can align our department's decision-making with ethical principles, reinforcing the idea that ethical leadership and technical excellence are interconnected.

Image source: CFI

3.     Seismic Shift – From compliance -based decision making to Adaptive Leadership

A significant shift I aim to implement is moving from a compliance-based decision-making culture to one that is flexible, evidence-based, and morally grounded. Historically, the focus has been on procedural compliance and short-term budget efficiency, which stifles innovation and long-term thinking. Engineers often prioritize immediate physical goals over sustainable, high-quality outcomes.

To facilitate this transition, I will employ the Cynefin framework for adaptive leadership:

• In complicated domains, where expert knowledge can provide answers (example: determining design thickness or selecting pavement materials), the decision approach should be Sense – Analyze – Respond. Experts analyze multiple solutions, compare life-cycle costs, and recommend the best option.
• In complex domains, where outcomes are uncertain or emerging (for example, testing alternative materials or innovative designs), the approach should shift to Probe–Sense–Respond. Here, pilot projects and iterative learning become essential before full-scale implementation. I have already proposed the research and development idea and am now in the process of developing a framework to encourage and enable innovation.

Success metrics will also evolve; rather than merely measuring project completion, I will assess long-term performance, maintenance expenses, and the integration of new ideas. This shift will cultivate a culture that bases decisions on facts and values, striking a balance between efficiency and sustainability.

4.     Creating a Supportive Environment for My Team

The effectiveness of my leadership hinges on fostering an environment conducive to learning, creativity, and ethical dialogue. Many engineers face strict deadlines and high public expectations, leaving little room for reflection or innovation. To improve this environment, I commit to two key initiatives:

• Establishing Continuous Learning Platforms

I will implement structured "learning from practice" sessions, allowing engineers to share experiences, challenges, and ethical dilemmas in a supportive setting. This initiative aims to promote ongoing improvement and innovation, with documented insights informing future project planning and policy adjustments.

• Encourage Openness and Honesty

I will create a safe space for team members to voice concerns and propose new ideas without fear of repercussions. During project meetings, I will integrate discussions around the RIGHT framework, embedding ethical reasoning into our daily practices.

5.     Leading Culture Change

Transforming the culture within the public construction sector is a gradual process that requires alignment of values, behaviors, and systems. My goal is to shift the focus from speed and physical accomplishments to long-term quality and sustainability.

To achieve this, I will:

1. Model Integrity and Accountability: I will demonstrate through my actions that ethical decision-making and honesty are paramount, reinforcing that prioritizing quality is the norm.
2. Integrate Reflection into Project Reviews: I will initiate "post-project reflection" sessions that evaluate not only technical outcomes but also the ethical considerations that influenced decisions, similar to the Asian Development Bank & World Bank funded projects.
3. Recognize and Reward Innovation: I will advocate for institutional recognition of teams or individuals, which I have already initiated in the department, who explore new technologies or methods that enhance quality and reduce costs.

Cultural change requires sustained effort, but the potential benefits are significant. An organization that values innovation and ethics embeds these principles into identity. 

6.     Navigating Paradoxes

Leadership often involves managing paradoxes, where conflicting priorities must coexist. A critical paradox I face is the tension between the need to build more roads and the obligation to construct better roads. While there is pressure to enhance connectivity quickly, professional integrity demands that we prioritize safety, durability, and cost-effectiveness.

To address this paradox, I will adopt a balanced approach:

• Phased development: Implementing full standards for critical sections while gradually improving others as funding permits.
• Life Cycle cost Analysis: Demonstrating to policymakers that investing in quality upfront can lead to long-term savings.
• Community Engagement: Involving stakeholders in understanding the consequences of poor construction practices to align expectations with sustainable approaches.

Navigating this paradox requires a commitment to honesty, data-driven decision-making, and ethical reasoning.

7.     Conclusion

The challenges facing Bhutan's infrastructure extend beyond technical issues; they highlight the need for improved moral leadership, adaptive thinking, and cultural transformation. By leveraging the Moral DNA and RIGHT frameworks, I can ensure that my decisions align with both professional standards and ethical values.

My shift from compliance-based to adaptive, integrity-driven leadership will shape my decision-making and influence the broader infrastructure governance landscape in Bhutan. By fostering a supportive environment for learning and ethical dialogue, leading cultural change toward quality and innovation, and addressing contradictions with clarity, I aim to build not just roads but also trust, accountability, and resilience within our systems.

Ultimately, leadership transcends infrastructure development; it encompasses the cultivation of integrity, creativity, and moral purpose in every endeavor. As I embark on this journey, I aspire to ensure that each kilometer of road constructed symbolizes not only progress but also a commitment to ethical principles and sustainable practices.

Submitted by:

Sangay Duba

Executive Engineer 

Cohort 22

EID: 20150105089

Department of Surface Transport