Introduction: Imagining the Future Public Service Workforce

Dickinson, Helen; Needham, Catherine; Mangan, Catherine; Sullivan, Helen

doi:10.1007/978-981-13-1480-3_1

Cited by 22 publications

(23 citation statements)

References 8 publications

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“…Increasingly, public administration research is emphasizing the importance of ‘soft skills’ for public service leaders, because they are important for working in a networked environment (Dickinson and Sullivan ). Given those outside of government who are engaged in policy processes need to also negotiate this environment, soft skills are equally important.…”

Section: Insights For Boundary Spannersmentioning

confidence: 99%

Working the Spaces in between: A Case Study of a Boundary‐Spanning Model to Help Facilitate Cross‐Sectoral Policy Work

2017

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Since the 1990s, 'joined-up government,' 'whole-of-government,' and 'horizontal governance' approaches have emerged in many industrialized countries, resulting in the devolution of government functions to diverse policy networks. From these shifts, complex systems of networked actors have emerged, involved in designing, implementation, and influencing policy. Arguably, networked approaches to policy may solve some problems. However, as with all paradigm shifts, new problems have emerged. Specifically, skill and knowledge gaps have opened up, reflecting the need for new collaborative and networked relationships that can increase the capabilities and agility to work in these ways. In response to these gaps, we developed the Power to Persuade initiative. Power to Persuade is an annual symposium and online forum, aimed at deepening knowledge and awareness of current problems faced by policy networks, and providing the skills and knowledge to overcome them. In this paper, we discuss how Power to Persuade works within the spaces in between as a vehicle for relationship building and better policy.

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Section: Insights For Boundary Spannersmentioning

confidence: 99%

Working the Spaces in between: A Case Study of a Boundary‐Spanning Model to Help Facilitate Cross‐Sectoral Policy Work

2017

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“…Deugden die hij benadrukt zijn advies, rentmeesterschap, praktische wijsheid, diplomatie, prudentie en politieke sensitiviteit. Anderen beargumenteren juist dat 21ste-eeuwse overheidsmanagers ondernemender, innovatiever en beter digitaal onderlegd moeten worden (Dickinson & Sullivan, 2014;Hartley, 2015;Needham & Mangan, 2014). Ook zouden zij in toenemende mate direct met allerlei stakeholders over beleidskeuzes in gesprek moeten gaan en dus beter moeten leren 'framen', 'branden', communiceren en verhalen vertellen (De Bruijn, 2011;Dickinson & Sullivan, 2014;Eshuis & Klijn, 2012).…”

Section: Overheidsmanagement In Bewegingunclassified

De 21ste-eeuwse overheidsmanager

Wal¹

2016

Bestuurskunde

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Zeger van der Wal Als geïnstitutionaliseerd vakgebied is de bestuurskunde in Nederland nu ongeveer veertig jaar oud. De Vereniging voor Bestuurskunde is opgericht in 1974; de eerste zelfstandige studierichting begon in Twente in 1976. 40+ is een leeftijd die vaak aanzet tot fundamentele zelfreflectie en soms tot domme dingen. In deze serie buigen wij ons over kernvragen voor het vakgebied. Dient de bestuurskunde zich meer op de praktijk of juist op de pure wetenschap te richten? Is bestuurskunde eigenlijk een eigenstandige discipline of juist een onderdeel van de politicologie, de juridische of de managementwetenschappen? Wat zijn belangrijke ontwikkelingen in de afgelopen jaren en welke verwachtingen zijn er voor de toekomst? In 2015 en 2016 gaan wij hier in een serie artikelen nader op in. Wij hopen dat hierdoor een brede discussie van de grond zal komen over staat en toekomst van de bestuurskunde en nodigen onze lezers van harte uit daaraan mee te doen. U kunt reageren op de Facebook-pagina van de VB, facebook.com/bestuurskunde.nl.

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“…In so doing, it contributes to a growing body of literature concerning the nature of public service work in the 21st century (e.g. Denhardt 2009, 2015;Dickinson and Sullivan 2014;Dickinson et al 2015;Needham et al 2014;Shergold 2013; The University of Birmingham 2011) and to a similarly emergent lit-erature concerning the intersections of ' Western' and 'Asian' public administration (e.g. Bell 2010;Drechsler 2013;Haque 2007Haque , 2013Turner 2002).…”

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confidence: 91%

“…In so doing, it contributes to a growing body of literature concerning the nature of public service work in the 21st century (e.g. Denhardt and Denhardt , ; Dickinson and Sullivan ; Dickinson et al. ; Needham et al.…”

mentioning

confidence: 93%

Defining Asia Capabilities for Australia's Public Service

Bice

Merriam²

2016

Aust J Public Adm

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Twenty-three years ago, questions posed in this journal asked whether and how the Australian public service was prepared to engage effectively in Asia. More recent meta-analyses of public policy scholarship suggest that Western policy scholars and administrators continue to pay limited attention to Asian policymaking, despite the rise of Asia in the 21st century. This article contributes a research-derived Asia capabilities framework for Australia's public service, distilled from a qualitative study with public administration leaders at Commonwealth, state, and local government levels. It taps scholarly literature in 'cultural intelligence', global leadership competencies, and training to provide a robust conceptual underpinning for the framework. The framework defines the knowledge, skills, capabilities, and experiences vital for Australia's public service to engage effectively with the region in a rapidly changing policy environment.

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Introduction: Imagining the Future Public Service Workforce

Cited by 22 publications

References 8 publications

Working the Spaces in between: A Case Study of a Boundary‐Spanning Model to Help Facilitate Cross‐Sectoral Policy Work

Working the Spaces in between: A Case Study of a Boundary‐Spanning Model to Help Facilitate Cross‐Sectoral Policy Work

De 21ste-eeuwse overheidsmanager

Defining Asia Capabilities for Australia's Public Service

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