The Art of Public Strategy

Mobilizing Power and Knowledge for the Common Good

by Geoff Mulgan , Adrian Gostick

Number of pages: 320

Publisher: Oxford University Press

BBB Library: Politics and Public Affairs

ISBN: 9780199289646



About the Authors

Geoff Mulgan : Mulgan is a globally recognized pioneer in the field of social

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Adrian Gostick : Adrian Gostick is the author of the New York Time bestsellers:

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Editorial Review

The strategies adopted by governments and public officials can have dramatic effects on people’ live. Packed with examples, and shaped by the author’s practical experience, the book shows that governments which give more weight to the long-term are not only more likely to leave their citizens richer, healthier, and safer; they’re also better protected from being blown off course by short-term pressures. 

Book Reviews

"Geoff Mulgan’s book on The Art of Public Strategy is an riveting read, fizzing with insights and ideas."Manchester Policy Blogs

"Mulgan’s book maps out possible applications and implications of strategy for the public sector: he starts with a caveat, stressing that there are important differences between strategy in the corporate world and the public sector" Martin Kornberger

"Now, in a bold new book, he explores how governments can think and act strategically in a political world which often undervalues long-term decision-making" Konwledge Connect

Books on Related Topics

Wisdom to Share

A common vice of organizations that are good at thinking about the future is that they neglect the present.

Much of the knowledge needed by government is not formalized; it sits in the minds of practitioners or citizens themselves.

By modern standards, past governments barely impinged on people's daily lives.

Through many thousands of years, some of the fundamental duties of government have changed surprisingly little.

According to hard-nosed analysts, governments never back prevention over cure.

The human brain works very hard to sustain a meaningful world view, even against the evidence.

There are errors which come from wanting to avoid difficult or cognitively challenging trade-offs.

It is useful to immerse decision makers in simulations that help them to understand dynamic, cumulative processes.

Many governments simply did not believe the predictions made for the spread of AIDS in the mid- 1980s because they seemed implausible.

A good protection against mistakes is to test strategies against alternative scenarios - bad as well as good.

Smart institutions make use of independent advisers to take a fresh look at big programs and projects as if they were starting from scratch.

Governments find it much harder to end policies and programs that have had significant past investment.

Diplomats & leaders fail to understand that people living in different countries think differently & have different cultural references.

Governments' biggest failings are generally those of empathy - the inability to think into the minds of others, particularly enemies.

Strong social bonds tend to reduce or even eliminate discount rates.

Some theorists describe public decisions as closer to 'hyperbolic' discounting, where the discount rate steadily falls, and then levels off.

In business, the future is discounted according to consistent and precise measures that arise in the market.

One of the most important areas of difference between business strategy and public strategy is time.

Most people learn more from their own failures than they do from successes.

The public's primary concern for reliability is best delivered by high levels of integration and coordination.

Some public services are large-scale retail and distribution industries with many close parallels in the private sector.

The essential qualities needed to run a good prison are very different from those needed in an excellent school or an excellent hospital.

Smart strategies are very specific to their contexts.

Success in creating beneficial public outcomes and being able to assess those achievements is remarkably hard to measure.

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