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.
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:
- 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.
- 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.
- 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
