Rethinking Humanity


Open Access Book by RethinkX: “During the 2020s, key technologies will converge to completely disrupt the five foundational sectors that underpin the global economy, and with them every major industry in the world today. In information, energy, food, transportation, and materials, costs will fall by a 10x or more, while production processes an order of magnitude more efficient will use 90% fewer natural resources with 10x-100x less waste.

The knock-on effects for society will be as profound as the extraordinary possibilities that emerge. For the first time in history, we could overcome poverty easily. Access to all our basic needs could become a fundamental human right. But this is just one future outcome. The alternative could see our civilization collapse into a new dark age. Which path we take depends on the choices we make, starting today. The stakes could not be higher….(More)”.

Roadmap for Public Service Reform Rooted in Behavioral Science


Press Release by ideas42 and The Asia Foundation: “….a new report, Official Action: A Roadmap for Using Behavioral Science in Public Administration Reform. The insights in Official Action combine more than a decade of experience applying behavioral science to public policy with a deepening but still relatively new scientific literature.

Complexity is at the heart of public service reform. Such systems are characterized by being underbudgeted, limited by difficult power balances that don’t always lend themselves toward collaboration, hierarchical performance systems that serve the present not future, inter-agency territorial barriers to cooperation, among other issues. In the limited space for feasible reform within this complexity, behavior change may be the nudge required to wiggle open further efficiencies to change-minded alterations with potentially significant knock-on effects.

The COVID-19 pandemic has highlighted the need for innovative approaches to government reform as public institutions around the world struggle to perform basic functions like coordinating timely public information campaigns, steering economic resources to those who need them, and procuring essential medical and protective equipment and supplies. Official Action shows that these failures are not simply due to a lack of resources, accountability, competence, or motivation; but that they may be symptoms of the unique stresses that public servants face which, if left unchecked, can derail even the most dedicated officials.

The report offers new solutions to every day challenges, such as ensuring that all complaints and requests receive equal treatment; helping front-line bureaucrats operate efficiently despite increasing workloads; and fighting corruption within public institutions by demonstrating that governance failures are in large part due to the situations that public servants find themselves in, rather than individual shortcomings.

When barriers like constant changes in work environment, unrealistic workloads, and parallel systems for getting things done exist, the best policies to improve government performance will be those that support better use of public servants’ limited time and realign institutional incentives to encourage behavior change….(More)”.

A nudge in the right direction


Report by Partnership for Public Service and Grant Thornton: “The people of this nation depend on government to perform at the highest level. To optimize performance, some agencies are drawing on knowledge about human behavior to improve how they do business. By understanding how people process information and make decisions, and using that knowledge to inform how programs are designed and administered, those agencies
are producing better results—often quickly and at little cost.

At the Department of Education, staff and a team of outside researchers sent personalized text messages over the summer to high school graduates who had been accepted to college, boosting how many enrolled in the fall. The Department of Defense increased the number of service members who enrolled in the Thrift Savings Plan, the federal government’s retirement program, by nudging them at a “reset” point in their life—as they transferred to a new base. And an easier to understand letter from the Department of Agriculture’s National School Lunch Program asking participants to verify their eligibility led to a higher response rate and fewer
eligible participants losing access to the program.

While the application of behavioral insights has tremendous potential to improve the work of government, the movement is still in early stages.

To encourage more widespread use, the Partnership for Public Service and Grant Thornton hosted five workshops with federal employees between March and September 2020. The sessions examined how behavioral insights could improve processes and programs and deliver better agency performance.

This report presents the findings from those workshops, including insights from workshop presenters, many of whom are applying behavioral insights in their own agencies. It explains how behavioral insights can make government more effective; provides tips for choosing a behavioral insights project and getting leaders to buy in; describes how to test whether a behavioral insights project was successful; and offers guidance on how to build on the results of a test….(More)”.

Steering through capability


Paper by Geoff Mulgan: ‘… shows why governments should steer and how they can show the way for our societies to overcome the transformational challenges that they are facing in the current century, from the climate crisis to aging populations.

The paper’s focus is on “steering through capability” – not using only tools of downward control, but rather enhancing the capabilities and problem-solving skills of other tiers of government, citizens and businesses. To do this, the paper describes how governments can combine direction with experimentation, linking multiple partners through so called ‘constellations’; showing how these can be supported by ‘intelligence assemblies’ that orchestrate rapid learning and mobilization of data, and the curation of knowledge commons. These are summarized in to five keys for the future of steering – potent tools for any government seeking to lead our societies through the challenges ahead….(More)”.

Managing Organizations to Sustain Passion for Public Service


Book by James Perry: “Almost three decades ago, James Perry created the first survey instrument to measure public service motivation. Since then, social and behavioural scientists have intensively studied the motivating power of public service. This research relating to public service motivation, altruism and prosocial motivation and behaviour has overturned widespread assumptions grounded in market-orientated perspectives and produced a critical mass of new knowledge for transforming the motivation of public employees, civil service policies and management practices. This is the first study to look systematically across the different streams of research. Furthermore, it is the first study to synthesize the research across the applied questions that public organizations and their leaders confront, including: how to recruit ethical and committed staff; how to design meaningful public work; how to create work environments that support prosocial behaviour; how to compensate employees to sustain their public service; how to socialise employees for public service missions; and how to lead employees to engage in causes greater than themselves….(More)”

Enhancing Government Effectiveness and Transparency: The Fight Against Corruption


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Report by The World Bank: “… has undertaken a fresh assessment of challenges governments face in tackling corruption, what instruments tend to work and why, and how incremental progress is being achieved in specific country contexts. This flagship report shows positive examples of how countries are progressing in their fight against corruption. It is part of a series of initiatives being led by the Equitable Growth, Finance & Institutions (EFI) Vice Presidency to reaffirm the Bank’s commitment to anticorruption. The report follows the Anticorruption Initiatives completed last December. It also informs our pending work on the Bank’s Anticorruption Action Plan – on how we will be implementing anticorruption work going forward.

The report draws on the collective experts of staff across the World Bank to develop ways for enhancing the effectiveness of anti-corruption strategies in selected sectors and through targeted policy instruments. It covers issues, challenges and trends in five key thematic areas: Public Procurement; Public Infrastructure; State Owned Enterprises; Customs Administration; and Delivery of Services in selected sectors. The report also focuses on cross-cutting themes such as transparency, citizen engagement and Gov-tech; selected tools to build integrity; and the role and effectiveness of anticorruption agencies, tax and audit administrations, and justice systems. It features a country case study on Malaysia that traces the history of a country’s anti-corruption efforts over the last few decades…(More)”.

Challenging the ‘Great Reset’ theory of pandemics


Essay by Mark Honigsbaum: “Few events are as compelling as an epidemic. When sufficiently severe, an epidemic evokes responses from every sector of society, laying bare social and economic fault lines and presenting politicians with fraught medical and moral choices. In the most extreme cases, an epidemic can foment a full-blown political crisis. Thus, Thucydides describes how the repeated visitations of plague to Athens in 430-426 BC provoked widespread social disorder and the breakdown of civic norms.

‘Men, not knowing what was to become of them, became utterly careless of everything, whether sacred or profane,’ writes Thucydides. ‘All the burial rites before in use were entirely upset and… many had recourse to the most shameless sepulchres.’

As the plague progresses, Thucydides describes how Athenians were swept up in a wave of hedonism and lawlessness, threatening the foundations of Athenian democracy: ‘Men now coolly ventured on what they had formerly done in a corner… fear of gods or law of man there was none to restrain them.’

The resulting crisis, Thucydides claimed, undermined Athenians’ faith in the rule of law and the democratic principles that underpinned the Greek city state, paving the way for the installation of a Spartan oligarchy known as the Thirty Tyrants. Even though the Spartans were later ejected, Athens never regained its confidence.

Covid-19 appears to have engendered a similar crisis in our world, the main difference being in scale. Whereas the crisis Thucydides describes was confined to Athens, the coronavirus pandemic has destabilized governments from Brazil to Belarus, not just that of a 5th century city-state. The political reckoning has been particularly rapid in the United States, where Donald Trump’s inability or unwillingness to check the spread of the coronavirus was a key factor in his recent election defeat. Now, the lockdowns and social distancing measures look set to plunge the world into the worst economic depression since the 1930s, raising the spectre of further political instability.

Given the wide-ranging social, economic and political impacts of Covid-19, it is natural to assume that the same must have been true of past epidemics and pandemics. But is this the case? Do pandemics really have the historical impacts that are often claimed for them or are these claims simply the product of particular narratives and readings of history? …(More)”.

Getting Everyone Vaccinated, With ‘Nudges’ and Charity Auctions


Richard Thaler at the New York Times: “The good news is that safe and effective vaccines from Moderna and Pfizer appear to be on the way soon and that more are likely to follow.

The bad news is an usual combination: There won’t be enough vaccine on hand to meet initial demand, yet there is also a need to urge everyone to get shots.

I have some suggestions: An unusual type of charity auction, a bit of technology and a few nudges can help….

Economic theory offers a standard method for dealing with shortages. It is, basically: Let markets work. This would mean that those willing to pay the most would get the vaccine first.

Wisely, policymakers are not following this course. Nurses, other frontline workers and most nursing home residents could not win a bidding battle with billionaires. And, to be clear, they should not have to!

Yet there is a small but useful role that prices might play in determining who gets priority in the second round of vaccines, after the first 20 million people have gotten their shots.

At that point, perhaps sometime early this winter, suppose a small proportion of doses are sold in what would amount to a charity auction.

Who might be the winning bidders? Very wealthy individuals and high-tech companies are likely to account for some of the demand, along with businesses that employ high-profile talent like professional athletes and entertainers.

Just imagine how much the National Basketball Association, whose season will start around Christmas, would be willing to pay to ensure that none of its players or staff would be infected! The same goes for Hollywood studios and television production companies that are eager to go back to work.

The prospect of selling off precious vaccine to celebrity athletes and entertainers, hedge fund magnates and high-tech billionaires may strike you as utterly immoral, exacerbating the inequality this disease has already inflicted. But before you dismiss this idea as outrageous, let me make three points.

First, the very purpose of the charity auction would be to redistribute money from the rich to the poor….(More)”.

What the World’s First Medical Records Tell Us About Ancient Life


Essay by Robin Lane Fox: “The Hippocratic books now known as the Epidemics are entitled in Greek epidemiai. This title does not refer to epidemics as we now painfully recognize them, individual diseases which are spread widely through a population, whether by touch, inhaling, contact with wildlife, eating, drinking, kissing (which the elder Pliny, c. AD 70, recognized to be a means of transmitting diseases) or sex, while remaining one and the same disease. In the mid-fifth century BC, the amiable Ion, a poet and author from the island of Chios, composed Epidemiai which referred to his visits to the demos, or people, of individual city-states around the Greek world. His title has sometimes misled readers of the medical Epidemiai into thinking that their title, too, refers to traveling doctors’ visits to particular places. They refer to such visits, but their use of the verb epidemein shows that for them the word epidemia referred to the presence of a disease in a community. It was not necessarily a rampant disease in our sense of the word “epidemic,” and it was not contrasted with diseases which were endemic, a category the authors did not distinguish, but it was certainly a disease at large. This meaning was still correctly understood in later ancient commentaries on the Epidemic books.

By the mid-first century AD, seven books were grouped under this title: the grammarian Erotian referred then to “seven books of Epidemics” in the list of works which he considered, over-optimistically, to be by Hippocrates himself. The title went back to earlier editors, probably at least as early as the third century BC, but it may not have been used by any of the books’ original authors. All seven books share a distinctive feature. Whereas the other texts in the Hippocratic Corpus refer to patients in general, and only once, in passing, name an individual, the Epidemic books are quite different. They contain individual case histories, most of which specify the very place where the named patient lived, even the house or location. They are the very first observations and descriptions of real-life individuals during a number of days which survive anywhere in the world. In Babylonia written case histories of named individuals are unknown.

In China none survives until c. 170 BC, and even then they were presented for a different purpose, to defend their doctor-author’s reputation. In ancient Egypt, cases were discussed individually in the now-famous medical papyri whose contents date back into the second millennium BC, but they never name patients or describe observations of them day after day, let alone locate them at an exact address….(More)”.

Berlin Declaration on Digital Society and Value-based Digital Government


European Commission: “…The Declaration follows up on the success of the Tallinn Declaration on eGovernment, which endorsed the key principles for digital public services put forward in the eGovernment Action Plan 2016-2020. The Berlin Declaration takes the user-centricity principles formulated in the Tallinn Declaration a step further by strengthening the pioneering role of public administrations in driving a value-based digital transformation of our European societies.

The Declaration acknowledges the public sector as an essential element for the European Single Market and a driving force for new and innovative technological solutions for public services and societal challenges. It emphasises that public authorities at all levels must lead by example to strengthen the tenets of the European Union.

To do so it sets out seven key principles with related policy action lines and national and EU level:

  1. Validity and respect of fundamental rights and democratic values in the digital sphere;
  2. Social participation and digital inclusion to shape the digital world;
  3. Empowerment and digital literacy, allowing all citizens to participate in the digital sphere;
  4. Trust and security in digital government interactions, allowing everyone to navigate the digital world safely, authenticate and be digitally recognised within the EU conveniently;
  5. Digital sovereignty and interoperability, as a key in ensuring the ability of citizens and public administrations to make decisions and act self-determined in the digital world;
  6. Human-centred systems and innovative technologies in the public sector, strengthening its pioneering role in the research on secure and trustworthy technology design;
  7. A resilient and sustainable digital society, preserving our natural foundations of life in line with the Green Deal and using digital technologies to enhance the sustainability of our health systems….(More)”.