{"id":28486,"date":"2019-11-19T12:02:45","date_gmt":"2019-11-19T12:02:45","guid":{"rendered":"https:\/\/digileaders.com\/?p=28486"},"modified":"2019-11-25T11:33:29","modified_gmt":"2019-11-25T11:33:29","slug":"public-sector-innovation-an-oxymoron","status":"publish","type":"post","link":"https:\/\/digileaders.com\/public-sector-innovation-an-oxymoron\/","title":{"rendered":"I said I work in public sector innovation. \u201cIsn\u2019t that an oxymoron?\u201d he replied"},"content":{"rendered":"

Public servants are doing great things \u2014 they need to shout louder about them<\/p>\n

He wasn\u2019t the first person to make that joke. I\u2019ve heard it regularly since I joined the public service four years ago. But for the first time, I felt a little annoyed instead of ruefully amused. Why are people so inclined to malign public servants? And why are we so complicit?<\/p>\n

I came into government following more than 15 years in corporates and management consulting. During that time, I\u2019d worked with government as my client, as my customer and even as my shareholder, so I thought I knew what I was getting into.<\/p>\n

But I didn\u2019t.<\/p>\n

Surprise 1: Government is really hard.<\/h4>\n

When I say this, private sector people often nod and say sagely, \u201cAh yes. Politics.\u201d<\/p>\n

Fair cop. The interface between politics and the public service can be difficult but this kind of complexity is present at senior levels of the private sector too.<\/p>\n

The more material challenge is that most of us are working in organisations that were designed by a small group of men, typically upper-class and white, back in a time when women couldn\u2019t vote, psychology didn\u2019t exist and the lightbulb hadn\u2019t been invented.<\/p>\n

Since their establishment, these organisations have been tweaked, stretched and squashed (but seldom \u2014 if ever \u2014 really redesigned) in an attempt to meet the needs of our rapidly evolving society, compounding them into highly complex and sometimes dysfunctional operating systems.<\/p>\n

Now add the size, scope and criticality of government services, as well as the fact that our \u201ccustomer segments\u201d are\u00a0everyone<\/em>. Then add in a \u201cmarket\u201d that\u2019s growing in a turbulent socio-economic environment, along with an ever-increasing need for improved services and engagement, partnered with often-decreasing funding.<\/p>\n

I don\u2019t care how much of a multi-national conglomerate omni-channel corporate you are. Government is harder.<\/p>\n

Surprise 2: Public servants are actually pretty great.<\/h4>\n

We\u2019re all familiar with the stereotype of the incompetent, grey-cardigan-wearing, socks-and-sandals bureaucrat. But many of the people I\u2019ve encountered in the public sector are actually quite extraordinary.<\/p>\n

They\u2019re constantly required to do more with less in a system that never has time to address its underlying organisational dysfunction. They\u2019re\u00a0motivated and smart, resilient and tenacious<\/a>\u00a0\u2014 you have to be if you want to get anything done.<\/p>\n

They also generally and genuinely want to do good.<\/p>\n

And they\u2019re endearingly modest about what they do. They take their titles literally \u2014 a public servant is there to, well, serve.\u00a0And if you\u2019ve got that mindset, then you\u2019re certainly not going to go around making a big deal about what you\u2019re doing.<\/p>\n

But this is where things have to change.<\/p>\n

The problem<\/h4>\n

As public servants, it can feel like we\u2019re besieged by negative feedback. The media love to hate us, our neighbours make snide comments about government inefficiency and we even flagellate ourselves with the constant focus on our \u201caversion to risk\u201d and \u201cfear of failure\u201d.<\/p>\n

Some of this is deserved, but we need to understand that there is much more to the story.<\/p>\n

Despite the limitations of the system, there are\u00a0extraordinarily innovative things happening in government<\/a>. We\u2019ve all seen them \u2014 not just in publications like this one, but also in our own organisations. People have brought new ways of working \u2014 new methods, new partnerships, new technologies \u2014 to create better outcomes for the public we serve.<\/p>\n

The problem is we don\u2019t talk about these things.<\/p>\n

We need to be loud and proud<\/h4>\n

If we don\u2019t promote and share the good work that we\u2019re doing, then we\u2019re actively doing a disservice to the public value we can and do create.<\/p>\n

It takes superhuman effort to break out of bureaucracy to engage with citizens and stakeholders and create better value for the public. We need to make these efforts visible and create new norms, setting shared expectations that our managers and colleagues will also try to learn and persevere.<\/p>\n

Our language shapes our thinking. By keeping quiet about the good things and not contradicting the public stereotype of incompetency, we\u2019re effectively complicit in that narrative, and research shows that humans perform down to their stereotypes.<\/p>\n

If we don\u2019t promote our work, our leaders don\u2019t see the evidence of the good things that can happen when people are willing to try something different. Our citizens can\u2019t understand that their taxes are also being used to do good things.<\/p>\n

And if we can\u2019t see a different narrative happening, then we can\u2019t learn from it. Our colleagues can\u2019t find us when they\u2019re looking for precedents, proof points, assistance or even just moral support. We can\u2019t share our experiences of what works and what doesn\u2019t.<\/p>\n

In Victoria, we\u2019ve created an\u00a0Innovation Network<\/a>\u00a0that connects colleagues across departments. It provides a digital platform for Victorian public servants to share tools and resources with each other, alongside news of successes and discussions of challenges.<\/p>\n

We\u2019ve also partnered with UK innovation foundation Nesta to prototype the\u00a0States of Change<\/a>\u00a0innovation learning program with 10 teams of management-level public servants. The program focuses on learning-by-doing and solving problems collaboratively.<\/p>\n

It\u2019s hard to make new things happen in government, so promoting our good work is important. We can\u2019t change anything if we hide our light under a bushel \u2014 it may feel modest, but it\u2019s actually undermining our broader ability to change the system.<\/p>\n

Taking the time to blog, or read a case study, or attend a networking event, or present on your work, or meet up with a colleague from another area should all be seen as integral parts of our role, because our work is less effective without them.<\/p>\n

We launched a\u00a0Victorian Public Sector Innovation Strategy<\/a>\u00a0in 2017, which authorises our public servants to do exactly this \u2014 to connect, learn, share and partner for greater public value. Our challenge is to keep walking that talk until the message is owned by all public servants.<\/p>\n

Recent research<\/a>\u00a0suggests that it only takes a motivated, resilient and tenacious 25% to shift the thinking of an entire population. The public service has enough tough and talented people to make it to 25% easily, we just need to join forces and start speaking out.<\/p>\n

So please, share the positive work that\u2019s going on in government and the public sector. Public servants are making great things happen in a challenging environment, and we all need to know about it.<\/p>\n

\n

Originally published by\u00a0Apolitical<\/a>. You can find the article\u00a0here<\/a>.<\/p>\n

More thought leadership <\/i><\/a><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Public servants are doing great things \u2014 they need to shout louder about them He wasn\u2019t the first person to make that joke. I\u2019ve heard it regularly since I joined the public service four years ago. But for the first time, I felt a little […]<\/p>\n","protected":false},"author":11,"featured_media":28489,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"class_list":["post-28486","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","topic-government"],"acf":[],"yoast_head":"\nI said I work in public sector innovation. \u201cIsn\u2019t that an oxymoron?\u201d he replied | Digital Leaders<\/title>\n<meta name=\"description\" content=\"At a conference, a CEO asked what I did for a living. I said: I work for the government in\u00a0public sector innovation. 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