The Changing Face of Public Management

There will be absolutely changed conditions under which public managers will operate in the future, some of the areas of knowledge, skills, and attitudes that they will be required to possess, and some of the pathways public managers might explore in order to move toward the future.

There will be an extraordinary explosion of new knowledge and technological innovations, especially in the areas of information sciences, genetics, materials, instrumentation, automation, and space. Our public managers will wade into an age of extraordinary technological change and have to accommodate themselves and the institutions to dramatically different bodies of knowledge and technological innovations.

They will not only have to cope with and employ their expanded knowledge and technological capacity, they will have to learn to use this knowledge and technological capacity for the benefit of society. In the technological world of the future, there will be even greater temptations for them to be captured by technology, to fall prey to “technological imperative,” and to allow rational technical interests to supercede human concerns and those of values. Finding ways of employing advanced technologies so as to enhance rather than restrict their capacity for leadership, creativity, and personal responsibility will be a serious challenge.

In the future, knowledge and information will prevail. And if information is power, then those who have information will indeed have power. But who will have information? Information will be increasingly centralized and controlled and marketed through traditional economic and political processes. It will be widely distributed throughout society, so that increasing rather than decreasing numbers of people will have information and in turn have power. Such a possibility will lead to “the twilight of hierarchy,” to be inevitable.

Combining these issues, we can safely predict that the knowledge or information that our public managers will be able to access will be tremendous, to the point that the quantity of information will no longer be the most important issue. Rather the key question will be how to organize this information for human purposes. This means that public administration will have to learn to organize information in a fashion that will facilitate the pursuit of important public purposes. The great challenge will be to organize information so that we can enhance the process of democratic decision-making, of consensus building, and of dialogue and deliberation.

There’s no question that we will have the capacity to organize information for dramatic new public purposes, to restructure our structures of governance in dramatic ways. But what will our choices be? Imagine a computer in Islamabad that could reach out into every home, so that on any occasion that a major policy decision was required, an appropriate message could go out to all the citizens and their answers could guide public policy - a process that would approximate pure democracy.

The globalization of society is obvious today, though in twenty-five years or so, we may experience trans-globalization or beyond, as the frontiers of the oceans and space are extended even further. Already we are thinking more in global terms. However, our managers are still thinking in terms of traditional institutions operating in a new global context. They are not yet asking how they reconfigure businesses and governments so as to carry out a global vision. How do they encourage businesses and governments to assume global responsibilities rather than those defined in terms of one’s own self interest? For example, how can Pakistan move toward sustainable development and environmental justice on a global basis?

One obvious casualty of the global age may be the nation-state, replaced not necessarily by a new global or interplanetary federation but possibly by new forms of governance far beyond those we can imagine today.

In future our public administration should know the importance of “responsibilities” rather than “functions” of government. While a large part of the current worldwide debate over privatization or outsourcing speaks to the question of which “functions” belong where, the new debate will necessarily focus on public responsibilities and speak in a language of ethics, citizenship and the public interest.

In reinvented government or the new public management, customers shall replace citizens - or, to put it differently, the integrative role of citizenship has been reduced to the narrow self-interest of customership - in government as in business.

Indeed, we think the job of all public managers will increasingly be more than directing or managing our public organizations. It will be not merely “steering” or “rowing” but “building the boat.” The new public manager will construct networks of varied interests that can work effectively to solve public problems. In doing so, it will be the job of the public administrator to promote pluralism, to create opportunities for constructive dissent, to preserve that which is distinctive about individuals and groups, and to provide an opportunity for diverse groups to share in establishing future directions for the community. The administrator will play a substantial role in diminishing polarization, teaching diversity and respect, building coalitions, resolving disputes, negotiating and mediating. The work of the top public managers will thus be - to build community.

There are two broad areas that public managers will need to explore in order to fashion a response to the trends. These emerging trends will turn public management both “inside-out” and “upside-down.” Public management will be turned “inside-out” as the largely internal focus of management in the past is replaced by an external focus, specifically a focus on citizens and citizenship. Public management will be turned “upside-down” as the traditional top-down orientation of the field is replaced - not necessarily by a bottom-up approach, but by a system of shared leadership.

In the past public administration has been largely focused on what happens within the public bureaucracy. The future will require that it dramatically refocus its attention on the world outside, particularly the world of citizens and citizenship. Asif J. Mir, Organizational Transformation

On Cancer

Permit me to embark on this 7-minute journey with Shakespeare’s muse:
Blow, blow, thou winter wind,
Thou art not so unkind
As man's ingratitude.

Mr. President, crusaders, doctors and wonderful audience:
Another British poet and painter William Blake mentioned:

In seedtime learn, in harvest teach, in winter enjoy.

I must appreciate Dr. Phillip rather than poking holes in his selection of wintertime for a forum on a serious public health issue. Perhaps he enjoys wintertime in launching a crusade against the enemy of humankind.

Implicitly and explicitly, under his leadership the team of philanthropists, oncologists, and physicians deserve a thunderous applause on organizing this event with epic cause successfully. Thus and so, we must proffer bouquets on their endeavor for congregating a moot of professionals, researchers and clinical oncologists. Good show, Dr Phillip!

I am privileged for speaking to this wonderful audience not as a guest of honor but being the part of the majestic cause that is behind this Congress.

Ladies and gentlemen, cancer is a killer disease with more than 100 versions. These versions are characterized by excessive, uncontrolled growth of abnormal cells, which invade and destroy other tissues. It develops in almost any organ or tissue of the body, but certain types of cancer are more lethal than others. Cancer is growing cause of death everywhere. For reasons not well understood, cancer rates vary by gender, race, and geographic region. For instance, more males have cancer than females. Cancer rates also vary globally—residents of the United States, for example, are nearly three times as likely to develop cancer than are residents of Pakistan.

Cancer usually develops gradually over many years, the result of a complex mix of environmental, nutritional, behavioral, and hereditary factors. Scientists do not completely understand the causes of cancer, but they know that certain lifestyle choices can dramatically reduce the risk of developing most types of cancer. Not smoking, eating a healthy diet, and exercising moderately for at least 30 minutes each day reduce cancer risk by more than 60 percent.

The Greek physician Hippocrates first made the connection between disease and natural environmental factors in the 4th century BC. His treatise Airs, Waters, and Places described how diseases can result from way of life, climate, impure water, and other environmental factors. For the next 2000 years, it was the most widely used text on public health and epidemiology.

Epidemiologists and other public health officials attempt to break the chain of disease transmission by notifying people who may be at risk for contracting an infectious disease. While the participants may read technical papers, I must emphasize on the need for awareness campaigns for prevention. Behavioral Change Communication must be used in mass awareness.

People need to know that saturated fats from red meats and other animal products are linked with several cancers; high salt intake increases the risk of stomach cancer; adult obesity increases the risk for cancer of the uterus in women and also appears to increase the risk for cancers in the breast, colon, kidney, and gallbladder.

Cancer of the prostate gland is the most cancer among males. People should be made conscious about the need to consult a doctor when they notice unusual health symptoms, such as, changes in bowel or bladder habits, a sore that does not heal, unusual bleeding or discharge, thickening or a lump in the breast or any other part of the body, indigestion or difficulty swallowing, change in appearance of a wart or mole, or a nagging cough or hoarseness.

Scientists estimate that more than 60 percent of cancer deaths are preventable through lifestyle changes.

The society must be educated that lifestyle changes and consumption of such foods that have the potential to protect against cancer. I mean foods comprising broccoli, cauliflower, cabbage, tomatoes, soy products, and foods high in vitamins A, C, and E. In addition, green and possibly black teas contain compounds that protect the body from carcinogens. These foods contain substances called antioxidants that block the action of free radicals. Other chemicals in fruits and vegetables are thought to block the cell growth promoting effects of steroid hormones, protecting against cancers of the breast and prostate.

Mr. President, I would specifically be interested to receive the set of papers, which are likely to be read by experts and scholars in subsequent technical sessions. Apart from filling myself with knowledge, I will use necessary data in dissemination.

I epilogue my statement with a Japanese proverb:
One kind word can warm three winter months.

Permit me to modify this proverb as:
One kind deed can gladden the whole winter and the year round and round.
While wishing success to the crusading spirit of this Congress, I thank you for listening.
May God bless you!
Asif J. Mir,
Organizational Transformation