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Lessons for the Public Service from Our Singapore Conversation Redefining Engagement: Enabling Organisational Lessons for the Public Service Transformation: from Our Singapore Conversation Possibilities and Practice ISSUE Melissa Khoo and Yee Lai Fong Aurora de Souza Watters and Lena Leong 13 Transformative Alliance The Value of Values in the M Interview with Adam Kahane Singapore Public Service AY 2014 Keith Tan and Ghalpanah Thangaraju 2 / E THOS is a biannual publication of the Civil Service College, Singapore. It aims to provide thought leadership, insight and context on a wide range of public policy issues of interest to Singapore. ETHOS is circulated to the policymaking community in Singapore as well as to a select international readership. It is also available online at: www.cscollege.gov.sg/ethos We welcome contributions, suggestions and Letters to the Editor. The editorial team reserves the right to select, edit and publish articles according to its editorial policy. All correspondence should be directed to: The Editor-in-Chief, ETHOS Civil Service College, Singapore 31 North Buona Vista Road Singapore 275983 Fax: +65 6775 8207 Email: [email protected] EDITORIAL TEAM Alvin Pang – Editor-in-Chief | Sheila Ng, Liza Lee – Editors Keith Tan – Editorial Advisor ©2014 Civil Service College, Singapore The mission of the Civil Service College (CSC) Singapore is to develop people for a first-class Public Service. CSC was inaugurated as a statutory board under the Public Service Division, Prime Minister’s Office, in October 2001. As the public sector’s core institution for training, learning, research and staff development, CSC builds strategic capacity in governance, leadership, public administration and management for a networked government in Singapore. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the Editor-in-Chief, ETHOS. The opinions and views expressed in ETHOS are those of the authors, and do not necessarily reflect those of the Civil Service College or the Public Service Division. ISSN: 1793-3773 ETHOS / 1 Contents Issue 13, June 2014 4 Editorial 35 Managing Complexity with Courage, Conflict 7 Redefining Engagement: and Engagement Lessons for the Douglas O’Loughlin Public Service from Our Singapore Conversation 40 Transformative Innovation Melissa Khoo and Yee Lai Fong and the Policymaker of the Future 18 After Our Singapore Graham Leicester Conversation: The Futures 48 Public Sector of Governance Adrian W. J. Kuah and Lim Seok Hui Transformation — Six Small Ways to 24 Transformative Alliance Make a Big Impact Interview with Adam Kahane Andrew Tan 30 From Futures “Thinking” to 53 Enabling Organisational Futures “Doing” Transformation: Book review: Transformative Possibilities and Practice Scenario Planning by Adam Kahane Aurora de Souza Watters and Lena Leong Reviewed by Aaron Maniam 63 Nudging Towards The Good: 88 The First New Synthesis In Conversation Laboratory for Interview with Gus O’Donnell Master Practitioners Jocelyne Bourgon 69 The Value of Values in the Singapore Public Service 96 Making Public-Private Keith Tan and Ghalpanah Thangaraju Partnerships Work: Implications for Singapore 78 Ethics in Public and the Region Administration: Thia Jang Ping and Alan M. Trager Are We Teaching What Can’t be Taught? Celia Lee 85 Inclusive and Iterative Governance The ETHOS Roundtable with Mr Bui The Giang and Mr Abdul Mutalib Pehin Dato Yusof EDITORIAL n an address to the Public Service in society, but actively harness them I Staff Conference in early April this towards the public good. year, Head Civil Service Peter Ong In this spirit, Our Singapore put forward a vision of a transformed, Conversation — the wide-ranging trusted Public Service that is citizen- national conversation initiated by centric, collaborative and cohesive. This Prime Minister Lee in 2012 — has is not in itself ground-breaking — the yielded many useful insights (p. 7). An Public Service for the 21st Century unprecedented effort to connect with (PS21) movement called for a forward- Singaporeans from all walks of life looking, adaptive, service-oriented Public regarding their ideas and aspirations Service two decades ago. But times for the nation’s future, it has not been have changed. In recent years, a much without its challenges, nor its sceptics. more diverse and dynamic citizenry, Some observers are concerned that the accustomed to the quick-fire discourse process itself, instead of bringing people of social media and keen to have a more together, may have lent further credence direct say in national affairs, has begun to the many divergent narratives and to challenge the public sector’s own competing priorities already at work long-standing, assured stewardship in society ( p . 1 8 ) . But the acceptance over many public issues, in increasingly of ambiguity and difference is also a vociferous ways. necessary step towards socio-political What was remarkable about Mr maturity. What seems clear is that the Ong’s proposition is how it recasts sincerity, passion and energy that the this potentially fractious context as many participants, facilitators and an opportunity to develop new, more volunteers brought to the process relational modes of governance. At this have generated a real momentum and critical inflection point in Singapore’s camaraderie of their own. This sense development, the Public Service need not of trust and purpose, grounded by be on the defensive, but can instead use hands-on experience, could well be a its considerable resources and influence more enduring legacy of the Singapore in ways which not only accommodate Conversation than its immediate policy the varied, restless energies emerging outcomes. They could serve as a powerful 4 / Editorial foundation for collective reflection and A recurrent theme in discussions of action in future. public sector transformation is confidence In order to effect such broad change that the necessary competencies and in constructive and credible ways, attitudes are already inherent in the Public Service, which remains the agencies themselves: but these the leading convener, aggregator and have to be recognised, shared, and facilitator of national efforts, will need strengthened. Exploring different models to strengthen competencies that may for organisation change, researchers fall outside the conventional scope of its Aurora de Souza Watters and Lena Leong technical expertise, or indeed, outside highlight the importance of clarifying the purview of any one agency. It may desired futures, so that institutions can have to become much more comfortable galvanise and motivate their people with ambiguity in roles and outcomes, (p. 53). It is a matter, it seems, of orienting and learn to regard discomfort and human energies and systemic resources uncertainty as a spur towards deeper toward compelling ends. change. Adam Kahane, former head of For the Public Service, these Scenarios at Shell, believes that only a ends are defined not by profit but by committed team of stakeholders from national interests and non-negotiable across the whole system, drawn together values that need to be reaffirmed and not by any consensus except a shared upheld — not just in terms of what is belief in the urgency and importance pursued, but also how it goes about its of pressing issues at hand, can effect work ( p. 6 9) . Values and culture that transformative change — he has are perceived to be in practice, rather developed processes to facilitate these than those merely espoused, come to creative, often difficult conversations define public institutions and engender (p. 24). Douglas O’Loughlin, principal (or erode) trust. consultant at the Institute of Leadership The challenge of holding fast to and Organisation Development, argues honourable goals, while maintaining that it takes courageous leadership to credibility and effectiveness in the embrace the diversity and potential face of rapid change, complexity and conflict that is likely to arise from competing agendas, is one shared such broad engagement (p. 35); Graham not just by Singapore but many Leicester, Director of the International countries around the world. Canada’s Futures Forum, believes institutional Jocelyne Bourgon has pioneered an changes in culture are needed (p. 40). international laboratory, based on her They suggest ways in which such qualities New Synthesis framework, for veteran could be nurtured in the public sector. practitioners to explore and share ideas ETHOS / 5 on how public administration should evolve in this new milieu ( p. 8 8) . The answers have yet to be fully determined, but some of the radical questions are now being considered in earnest. Other contributions to this issue include a critical survey of ways to nurture ethical behaviour in organisations (p. 78) and a discussion on the effective design of public-private partnerships (p. 96). I wish you an insightful read. Alvin Pang Editor-in-Chief ETHOS 6 / Editorial Redefining Engagement: Lessons for the Public Service from Our Singapore Conversation Through collective learning-by-doing and investment in strong relationships, Our Singapore Conversation has pioneered new possibilities for public engagement and governance. BY Melissa Khoo is Director at the Institute of Public Sector Leadership, Civil Service College. She was Director of the Our Singapore Conversation Programme Office from September 2012 to 2013, co-ordinating the MELISSA KHOO national
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