Ppma april 2015 barry quirk

1. Re-imagining
Government
PPMA
annual seminar
Bristol
April 2015

2. imperatives for change
fiscal crisis - losing a large chunk of our revenues
the risk of irrelevance - losing connection with our citizens
a changing psychological contract for staff

3. the big reset
•redesign our services
•revise our priorities
•reallocate our resources
•reframe our organisation
•revitalise our people

4. DY N A M I C N E E D S &
F L U I D D E M A N D S
BIG
SQUEEZE
N AT U R E O F
O R G A N I S AT I O N S
C H A R AC T E R
O F WO R K
T E C H N I C A L P RO G R E S S &
S O C I A L AC C E L E R AT I O N

5. do you know a five year old?
they will be in their
eighties in 2095
someone who is eighty-five today will have been five in 1935
it’s not just about the next 5 years

6. capabilities
the decline of "craft"
and the rise of service
adding intellectual
value in an
automated world:
tiny apps and big data

7. local government
specialties, specialisms
& the challenge of
flexible specialisation
the current challenges to professionalism
weak & fragmented
supply markets,
fractured career routes

8. tomorrow’s Council
is open and connected
not closed and parochial
emotional utility
“how do these services
make me feel?”

9. organisational mood or climate
•a high performance climate?
•an energising climate?
•a neutral climate?
•a de-motivating climate?
20%
15%
20%
45%
percentage of staff who say they work in

10. happiness
at work

12. happiness & different people

13. encourage
others to be
continually
curious, creative
and innovative
foster
learning

14. purpose
work
motivation
job
importance
job
difficulty
self
efficacy
job
specificity
extrinsic
rewards
mission
valence 0.86
0.10
0.21
0.55
0.09
-0.20
0.39
0.23
Wright B (2007) Public Service & Motivation: does
mission matter? Public Administration Review
nurture

15. leadership roles
setting direction
building capability
maintaining momentum
encouraging confidence
intellectual energy
emotional labour

16. The most
are often the ones that are
obvious and
important realities
hardest to see
and talk about ...
“how’s the water boys?”
“what is water?”

17. Public servants add most value
through their focused awareness
of the needs of others.
This is water.
This is water.
Awareness of what is so real and essential, so
hidden in plain sight, all around us, all the time …
that we have to keep reminding
ourselves, and our staff, over and over:

18. thank yousources and references
Bandura A (2003) Self-Efficacy: the exercise of control
Wright B (2007) Public Service & Motivation: does mission matter? Public Administration Review
Baron-Cohen S (2011) Zero Degrees of Empathy
Foster Wallace D (2005)This is Water
Florida R (2010)The Great Reset
Coffee R & Jones G (2006) Why Should Anyone be Led byYou?
Institute for the Future (2010) Future Work Skills, iftf.org
Layard R (2005) Happiness: lessons from a new science
Meyer E (2014)The Culture Map
Quirk B (2011) Re-imagining Government
Rosa H (2013) Social Acceleration
Sennett R (2008)The Craftsman
Thomas K (2007) Intrinsic Motivation at Work: building energy & commitment
@BarryQuirk1

19. Re-imagining
Government
PPMA
annual seminar
Bristol
April 2015