<i>Reflections on Theory in Action Transformational Public Service</i>Revisited

Zanetti, Lisa A.; King, Cheryl Simrell

doi:10.2753/atp1084-1806350108

Cited by 11 publications

(9 citation statements)

References 6 publications

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“…Reflecting these views, Edlins (2021) developed a model which offers sequential steps to practising empathy in the operations of public administration. Based on the conclusions of several relevant studies (e.g., Dolamore, 2021; Edlins, 2021; Hussain, 2017; King & Zanetti, 2005; Solomon, 2014; Zanetti, 1998, 2011; Zanetti & King, 2013), it is understood that ‘empathy’ has the potential to positively transform the delivery of public services. However, a question arises: How exactly would empathy transform public service delivery?…”

Section: Conceptual Discussionmentioning

confidence: 99%

“…Evidence suggests that empathy aids street-level bureaucrats in enhancing their capacity to make better discretionary decisions (Jensen & Pedersen, 2017). However, the existing characteristics of the work environment in the public sector, such as strictly enforced rules and regulations, limited resources, tremendous work pressure and dependence on electronic means of communication are not conducive to practising empathy (Dolby, 2013; Edlins, 2021; Halpern, 2003; Zanetti & King, 2013). Despite the presence of such obstructive circumstances, scholars have advocated different ways of fostering empathy in public bureaucrats.…”

Section: Conceptual Discussionmentioning

confidence: 99%

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Advancing Public Service Innovation Through Empathy: An Analysis of Bangladesh’s Intrepid Approach

Ehsan

Hossain

Eldridge

et al. 2022

South Asian Journal of Human Resources Management

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This study attempts to understand, explore and analyse how Bangladesh public administration has made considerable progress in fostering public service innovation (PSI) by instilling empathy among the public bureaucrats through the Empathy Training Programme (ETP). By employing qualitative methods, this study collected data from both primary and secondary sources. The empirical findings of the study suggest that ETP has been able to change the paternalistic and colonial mindset of public bureaucrats. In addition, the study further reveals that public bureaucrats are bringing this knowledge of empathy-led innovation to their workplaces, where they are effectively practising it, indicating that the ETP has not only been able to generate a cultural change in the Bangladesh Civil Service (BCS) but also has created a sense of responsiveness and self-accountability among public bureaucrats. However, there are still areas of concern in terms of the sustainability of the ETP approach. The study also identified some critical building blocks, which have been considered responsible for the limited scaling up of the pilot projects. Finally, the study has come up with a set of recommendations for making this intrepid approach to Bangladesh public administration more effective.

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Section: Conceptual Discussionmentioning

confidence: 99%

Section: Conceptual Discussionmentioning

confidence: 99%

Advancing Public Service Innovation Through Empathy: An Analysis of Bangladesh’s Intrepid Approach

Ehsan

Hossain

Eldridge

et al. 2022

South Asian Journal of Human Resources Management

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“…But, to echo Zanetti and King, this is precisely empathy's relevance to public service: "it epitomizes the existential human dilemma of how people come to grips with the inevitable conflicts between their egoistic needs and their social obligations" (Hoffman as cited in L. A. Zanetti & King, 2013). When public servants practice empathy in their interactions and decisions they are able to "make compensatory adjustments for known distinctions between self and others" (Steinberg, 2014).…”

Section: Empathy In Administrative Settingsmentioning

confidence: 99%

“…Given these limitations, publics servants often face extraordinary demands on their time, and other stressors that make it hard for them to successfully complete their assigned tasks (Tummers & Bekkers, 2014;Weatherley & Lipsky, 1977). Yet harsh work environments-characterized by intense time pressures, limited resources, strictly-enforced policies, and an overreliance on electronic communication-offer significant barriers to empathy (Dolby, 2013;Halpern, 2003;Zanetti & King, 2013), primarily because they do not facilitate public servants taking the time to listen and connect with the citizens they encounter. This, in turn, prevents them from uncovering opportunities for empathy.…”

Section: Work Environmentsmentioning

confidence: 99%

Developing a model of empathy for public administration

Edlins

2019

Administrative Theory & Praxis

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Empathy is often cited within the public administration literature, yet its uses are isolated, incidental and frequently in conflict. Like many other academic and applied fields before it, public administration lacks a clear understanding of empathy and an articulated method of incorporating the practice of empathy into public service. This article explores the concept of empathy within public administration and interdisciplinary literatures, what empathy can offer to public service, and what issues may challenge the practice empathy, in order to present a model of empathy that is situated within contexts relevant to public service. The four components of this model are: 1) an empathic opportunity triggered by an explicitly or implicitly shared emotion; 2) the identification of the shared emotion; 3) a connection with the emotion as the sharing-person experiences it; and 4) the communication of understanding from public servant to sharing-person. This model offers a offers a concrete practice aimed at improving the experience of both the empathy-giver and the empathy-receiver, rather than on changing the outcome of an interaction, in pursuit of a more relational government.

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“…In the wake of disruption, there is a possibility to create new spaces within which we collectively do the work as citizens and administrators, which requires us to think differently about how we, citizens and administrators, co-produce and manage the public good. As Zanetti and King (2013) indicate, If we want to transform institutions, practices, and people’s lives and experiences in ways that serve democracy, engagement, and social/economic justice, we need to do so by creating spaces in which people will identify with something outside of themselves, where we can leave our petty interests, politics, and rancor aside, and where we can build a collective identity that is larger than the narrow, individualistic, materialistic, market-based identity to which we now, in the main, cleave …. [this] requires that we bring different sensibilities … to our practices and … think about our institutions and practices in ways that differ from the traditional, managerial approach to public administration.…”

Section: Introductionmentioning

confidence: 99%