CROSSOVER: POLICY-MAKING 2.0 PUBLIC GOVERNANCE ANALYTICS
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1 CROSSOVER: POLICY-MAKING 2.0 PUBLIC GOVERNANCE ANALYTICS PROFESSOR CATHAL BRUGHA, M.B.A, PH.D., FMII FOUNDER DIRECTOR OF THE ANALYTICS INSTITUTE PRESIDENT OF THE ANALYTICS SOCIETY OF IRELAND THEORY BASED ON NOMOLOGY COVERING LAWS OF THE MIND
2 Introverted Development - Committing Phases Extroverted Development - Convincing Stages Individual Self - Technical Representative Others - Contextual Corporate World - Situational Need to Reform the Culture in the Public Service, which traditionally protects corporate entities, and fears individuals and representative groups Few individuals with given roles other than ministers. Experts distrusted. Outsourcing and disconnections Little internal lateral or vertical coordination. Little oversight of authorities. Elected councils have little power over officials c. 500 state authorities, mainly unconnected, de facto independent. Can postpone, ignore, sideline suggestions, pass the hot potato Somatic Need Thinking Fear Analysis - Abduce 1. Physical / Intuiting / Survey 2. Political / Recognizing / Study 3. Economic / Believing / Define Psychic Prefer Feeling Anxiety Design Deduce Pneumatic Value Knowing Resent Implement Adduce 6. Emotional / Trusting / Acquire Finding 7. Artistic / Experiencing / Construct 5. Cultural / Learning / Design Filling 8. Religious / Understanding / Deliver 4. Social / Sensing / Select Fitting 9. Mystical / Realising / Maintain
3 The Direction of Development - Committing Phases Convincing - Evincing - Convincing Stages Individual Self - Technical Representative Others - Contextual Corporate World - Situational Need to Reform the Culture in the Public Service, which traditionally protects corporate entities, and fears individuals and representative groups Few individuals with given roles other than ministers. Experts distrusted. Outsourcing and disconnections Little internal lateral or vertical coordination. Little oversight of authorities. Elected councils have little power over officials c. 500 state authorities, mainly unconnected, de facto independent. Can postpone, ignore, sideline suggestions, pass the hot potato Somatic Need Thinking Fear Analyse- Abduce 1. Physical / Intuiting / Survey 2. Political / Recognizing / Study 3. Economic / Believing / Define Psychic Prefer Feeling Anxiety Design Deduce Pneumatic Value Knowing Resent Implement Adduce 6. Emotional / Trusting / Acquire Finding 7. Artistic / Experiencing / Construct 5. Cultural / Learning / Design Filling 8. Religious / Understanding / Deliver 4. Social / Sensing / Select Fitting 9. Mystical / Realising / Maintain
4 In the Civil Service / Public Sector four Development Phases can be bypassed Convincing - Evincing - Convincing Stages Individual Self - Technical Representative Others - Contextual Corporate World - Situational Need to Reform the Culture in the Public Service, which traditionally protects corporate entities, and fears individuals and representative groups Few individuals with given roles other than ministers. Experts distrusted. Outsourcing and disconnections Little internal lateral or vertical coordination. Little oversight of authorities. Elected councils have little power over officials c. 500 state authorities, mainly unconnected, de facto independent. Can postpone, ignore, sideline suggestions, pass the hot potato Somatic Need Thinking Fear Analyse - Abduce 1. Physical / Intuiting / Survey 2. Political / Recognizing / Study 3. Economic / Believing / Define Psychic Prefer Feeling Anxiety Design Deduce Pneumatic Value Knowing Resent Implement Adduce 6. Emotional / No Trusting / Don t Acquire No Finding 7. Artistic / No Experiencing / Don t Construct 5. Cultural / No Learning / Don t Design No Filling 8. Religious / No Understanding Don t Deliver 4. Social / Sensing / Select Fitting 9. Mystical / Realising / Maintain
5 COMMITTING SELF, CONVINCING OTHERS, ADJUSTING OTHERS AND ADJUSTING SELF ARE FOUR EMBEDDED LAYERS THAT SHAPE THE SUBJECTIVE AND OBJECTIVE STRUCTURES
6 COMMITTING SELF, CONVINCING OTHERS, ADJUSTING OTHERS AND ADJUSTING SELF ARE FOUR EMBEDDED LAYERS THAT SHAPE THE SUBJECTIVE AND OBJECTIVE STRUCTURES
7 ANALYSIS IS VERY SUBJECTIVE: SURVEY, STUDY, DEFINE
8 DESIGN HAS OBJECTIVE ADJUSTING ASPECTS: SELECT, DESIGN, ACQUIRE
9 IMPLEMENTATION HAS OBJECTIVE ADAPTING ASPECTS: CONSTRUCT, DELIVER, MAINTAIN
10 COMMITTING SELF, CONVINCING OTHERS, ADJUSTING OTHERS AND ADJUSTING SELF ARE FOUR EMBEDDED LAYERS THAT SHAPE THE SUBJECTIVE AND OBJECTIVE STRUCTURES
11 All of These Should Support Each Other in a Balanced Package
12 OFFICIALS SEE MAINLY RESPONSIBILITY, AND A LITTLE ACCOUNTABILITY - WHEN THEY ARE IN TROUBLE
13 OFFICIALS SEE ONLY STATE BUSINESS, AND PUBLIC SERVICE LOSES OUT IN THE BALANCE
14 TO BE HELD ACCOUNTABLE YOU NEEDED TO HAVE HAD AUTHORITY
15 RESPONSIBILITY, ACCOUNTABILITY AND AUTHORITY DON T WORK WITHOUT TRANSPARENCY
16 RESPONSIBILITY, ACCOUNTABILITY AND AUTHORITY DON T WORK WITHOUT TRANSPARENCY
17 RESPONSIBILITY, ACCOUNTABILITY, AUTHORITY AND TRANSPARENCY ARE FOUR WHEELS ON A CAR
18 EACH REQUIRES A PERSONAL ASPECT: ACCOUNTABILITY NEEDS ENFORCEMENT
19 AUTHORITY NEEDS ENGAGEMENT TO GET PEOPLE TO PULL TOGETHER
20 TRANSPARENCY NEEDS ENCOURAGEMENT TO GET OPENNESS ABOUT PROBLEMS
21 RESPONSIBILITY NEEDS EMPOWERMENT TO START THE DESIGN PROCESS
22 WE SHOULD CONTINUE THE ADJUSTING PROCESS WHEN DOING DESIGN
23 TO IMPLEMENT SUCCESSFULLY WE SHOULD ADAPT WHAT WE OFFER
24 ACCOUNTANCY METHODS INTRODUCED Progressive Public Administration (PPA)
25 PRIVATE SECTOR ACCOUNTING MEASURES USED TO ACHIEVE TRANSPARENCY??? Progressive Public Administration (PPA) Greater Accountability in terms of results: high trust in the market and private business methods New Public Public Management (NPM)
26 PRIVATE SECTOR ACCOUNTING MEASURES USED TO ACHIEVE TRANSPARENCY: CONFUSION Progressive Public Administration (PPA) Greater Accountability in terms of results: high trust in the market and private business methods New Public ) Public Management (NPM) Wrong Tool Wrong Process
27 ACCOUNTABILITY NEEDS ENFORCEMENT AUTHORITY NEEDS ENGAGEMENT TRANSPARENCY NEEDS ENCOURAGEMENT RESPONSIBILITY NEEDS EMPOWERMENT TRANSMISSION SYSTEMS TO THE WHEELS OF GOVERNANCE
28 ENCOURAGEMENT AND POLICY MUTUALLY REINFORCE EACH OTHER: HELP EMPOWERMENT
29 WE ADAPT TO ACHIEVE REFORM AND WHEN RESOLVING CONFLICTS
30 Policy-Making: Open in terms of: What? Planning Where? People Which Way? Personal Policy-Making Is a form of Conflict-Resolution Because it helps To build Trust
31
32
33 Professor Cathal Brugha Public Governance Analytics Tools and Processes for Crossover: Policy-Making 2.0 Game Theory Dilemmas Nomology: Laws of the Mind and I.T. for Encouragement and Transparency
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