Based on my Work-Based Learning (WBL) experience at the Foreign Affairs Office (FAO) of the Xi’an Municipal People’s Government, several key findings emerge regarding leadership, management, and organisational practices in a municipal international relations (IR) environment.

7.1 Strengths in Political Discipline and Protocol Professionalism

The FAO demonstrates strong capabilities in maintaining political discipline and protocol professionalism. Formal approval systems, careful document review, and adherence to礼宾制度 (protocol norms) minimise the risk of diplomatic mistakes and ensure that external representations of the city remain consistent with government positions. In events such as the Kawasaki Youth Choir visit and city delegations for the Silk Road Cities Roundtable, these strengths were clearly visible and contributed to a professional, reliable image of Xi’an as a host city.

7.2 Persistent Procedural Rigidity and Limited Agility

At the same time, the very systems that ensure control and safety also contribute to rigidity. Multi-layered approval chains and conservative decision-making delay responses to international partners and compress implementation timelines. This was evident in projects like the Cuenca–Xi’an Ceramic Mural Initiative, where seemingly minor changes required repeated circulation and re-approval, limiting the ability to adapt quickly to partner needs or unforeseen challenges.

7.3 Fragmented Coordination and Ambiguous Responsibility

A recurring pattern during my WBL was the fragmentation of responsibilities across departments. While coordination meetings and joint notices exist, they do not always provide clear, actionable allocation of tasks or effective follow-up mechanisms. As a result, delays often occurred because multiple units assumed that others would take the lead, or because no explicit accountability framework was in place. This finding highlights a structural weakness in inter-departmental coordination tools.

7.4 Emerging but Uneven Innovation and Professionalisation

There is clear evidence of innovation and professionalisation, but it remains uneven and heavily dependent on individual initiative. Younger staff and some leaders are experimenting with project-based approaches, modern documentation styles, and digital tools. However, these practices are not yet embedded in institutional SOPs or formalised systems. As a result, innovative tools—such as structured timelines, responsibility matrices, and bilingual communication templates—are used inconsistently and risk disappearing when specific individuals are no longer involved.

7.5 Informal Leadership and Managerial Practices as Critical Enablers

Informal leadership and managerial practices often play a decisive role in project outcomes. Distributed leadership, adaptive problem-solving, and relational influence are frequently more important in practice than formal titles or organisational charts. In my own experience, micro-level tools such as coordination logs, checklists, and structured drafts significantly enhanced clarity and progress, even though they were not formally mandated by the organisation.

7.6 Need for Stronger Institutional Learning and Knowledge Retention

Finally, the FAO lacks robust organisational tools for institutional learning and knowledge retention. Valuable experiential knowledge from previous events and long-term partnerships is often stored in individuals’ memories rather than in reusable templates, case records, or formal lessons-learned reviews. This undermines continuity and limits the organisation’s ability to systematically improve its practices over time.