A short and powerful polemic on why government doesn’t have needs (and thus why governments are different from users, which do). It’s a powerful argument, but a narrower one than the author seems to recognise. To the extent that government is a provider of services, there is much to be said for a strong focus on meeting user needs, and there is certainly good reason to think that behaving as if that were true has some powerful positive benefits, not least in that using the language of needs gives the best possible chance of not getting prematurely tied up with solutions. There’s a risk, though, that the consumers of a service are seen as the only relevant people, and their needs the only relevant needs. That’s sometimes true (or as nearly true that we don’t need to worry about it), but often there are social and collective interests in how a service operates as well as the individual one – which is one reason they are government services in the first place.
The post is also dismissive of describing the users of government services as ‘customers’. That’s a view which is more rigid than sensible – but that’s a debate for another day.
Charles Reynolds-Talbot – Medium
It’s a rare treat for a site with an audience disproportionately made up of practising bureaucrats to point to a post which begins by describing bureaucracy as one of humanity’s best inventions. But there is, not surprisingly, a sting in the tail: the very qualities which are the strength of bureaucracy are the downfall of creativity and innovation. The answer suggested here is ‘Parallel Learning Structures’. From the description in the post, the recent flurry of policy labs, innovation spaces and agility in governments has strong if unwitting resonance, with that approach – but the question, as ever, is how to move these approaches from the margin to the core.
Colin Talbot – Cambridge Policy Lab
Government is mostly about making choices, most of the time. Or more precisely, that’s what politics is. The reason politics is hard is because those choices are often hard in their own right, and harder still when put in the context of all the other choices which need to be made.
This post is a cartoon which starts with the question – apparently the final hurdle in White House job interviews – about your readiness to microwave a puppy. It ends with the assertion that the White House – and, by extension, politics generally – is a place where impossible choices are made everyday. The two are more connected than they might first appear.