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Ppma april 2015 barry quirk

Ppma april 2015 barry quirk

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Ppma april 2015 barry quirk

  1. 1. Re-imagining Government PPMA annual seminar Bristol April 2015
  2. 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. 3. the big reset •redesign our services •revise our priorities •reallocate our resources •reframe our organisation •revitalise our people
  4. 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. 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. 6. capabilities the decline of "craft" and the rise of service adding intellectual value in an automated world: tiny apps and big data
  7. 7. local government specialties, specialisms & the challenge of flexible specialisation the current challenges to professionalism weak & fragmented supply markets, fractured career routes
  8. 8. tomorrow’s Council is open and connected not closed and parochial emotional utility “how do these services make me feel?”
  9. 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. 10. happiness at work
  11. 11. happiness & different people
  12. 12. encourage others to be continually curious, creative and innovative foster learning
  13. 13. 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
  14. 14. leadership roles setting direction building capability maintaining momentum encouraging confidence intellectual energy emotional labour
  15. 15. 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?”
  16. 16. 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:
  17. 17. 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
  18. 18. Re-imagining Government PPMA annual seminar Bristol April 2015

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