what you get here

This is not a blog which opines on current events. It rather uses incidents, books (old and new), links and papers to muse about our social endeavours.
So old posts are as good as new! And lots of useful links!

The Bucegi mountains - the range I see from the front balcony of my mountain house - are almost 120 kms from Bucharest and cannot normally be seen from the capital but some extraordinary weather conditions allowed this pic to be taken from the top of the Intercontinental Hotel in late Feb 2020

Sunday, May 26, 2019

The virus affecting our systems

One of the many dystopian themes which figure in contemporary novels and films is that of the pandemic - of a new virus being let loose in the world and causing havoc. In fact, it’s already happened – it’s called neoliberalism and its gestation can be traced back to a conference in 1947 in the Swiss resort of Mont Pelerin attended by such luminaries as Hayek and .Popper
The full story of how the corporate world has patiently, over the past half-century and more, funded the setting up of hundreds of right-wing think tanks who have unceasingly pumped out their anti-government message is told in The road from Mont Pelerin – the making of the neoliberal thought collective; P Mirowski (2009)

And it wasn’t just economic doctrine that was affected – it was also how we thought government services should be organised. Academia in particular has had a strange fixation over the past 30 years with the idea of organizational improvements of public services called..."New Public Management" (NPM)

In the late 60s I was an early “reformer” – pushing at the open door offered by the 2 Royal Commissions on Local Government which operated in the UK between 1966-68 and which led to the wholesale reorganization of that system in both Scotland and England and Wales in the mid-1970s.
The only academic discipline covering such developments at the time was that of public administration whose intellectual fare was every bit as boring as its name suggests – although my politics tutor, John P Macintosh, wrote a powerful and prescient book in 1968 on “The Devolution of Power – local government, regionalism and nationalism”. 
And another academic, John Stewart, was shortly to start electrifying a new generation of officials  at Birmingham’s Institute for Local Government (INLOGOV) with a new vision of local power - centred on a more open and flexible system of local government – which, sadly, failed to materialize.

Since the mid 1970s, the search for the silver bullet of organizational improvement (or reform) in its public services has been endless. 50 years ago we thought that the right rules (and strategies) – fairly managed by well-intentioned officials and politicians in a system of accountable power – was the way forward…
We threw that model away in the 1980s and bought into the “theory of the market” – believing that citizens would be better off being able to choose between competitive suppliers.
David Osborne’s "Reinventing Government" (1992) was the book which really opened the floodgates – with its notion of “Steering…not rowing..”

The only problem was that most of the relevant services have this basic reality of being chunky monopolies ….Overnight therefore a system of regulators had to be created – bringing forth an Audit Explosion.
By 2000 it was obvious that wasn’t working – but it took 2008 to blow the thing apart.

But although another way of organizing things, whether in the economy or government, has been actively explored for many decades we still do not have a consensus about a better way….In 2015 the UNDP published a good summary of what it called the three types of public management we have seen in the past half century. There are different ways of describing the final column but this one gives a sense of the values which have been trying to find expression..

The three types of public management

Old Public Admin
New Public Management
New Public Service

Theoretical foundation
Political theory
Economic theory
Democratic theory

Model of behaviour

Public interest
self-interest
Citizen interest
Concept of public interest
Political, enshrined in law
Aggregation of individual interests
Dialogue about shared values
To whom civil servants responsive

Client
Customer
citizen
Role of government

Rowing
Steering
Serving, negotiating
Mechanism for achieving policy
Programme
Incentives
Building coalitions
Approach to accountability
Hierarchic
Market
Public servants within law, professional ethics, values
Admin discretion

Limited
Wide
Constrained
Assumed organisational structure
Top down
Decentralised
collaborative
Assumed motivation of officials
Conditions of service
Entrepreneurial, drive to reduce scope of government
Public service, desire to contribute

But NPM - like neoliberalism - just seems to have too strong a grip. And we still await a replacement
This is the story I try to tell in my little book “Hos did Administrative Reform get to be so Sexy?” whose current version you can access here.

Update;
I have just come across a great book which identified and explored this issue of our being taken over by a new ideology – what the French used to call “La Pensee Unique”, It is Monoculture – how one story is changing everything by FS Michaels (2011).

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