This evening I discovered the text of a speech by UK Prime Minister Gordon Brown on working smarter in government (i.e. the civil service). Now working smarter, and leveraging what organisation’s already do more effectively, are at the heart of good knowledge management. The speech is much broader than simply having the civil service become more efficient – Brown outlines a vision for open government and engagement with the citizenry. Interestingly, what Brown says about government and public engagement sounds very similar to the sentiments expressed in the Engage Report that I blogged about in my previous blog post.
In particular, Brown says: “We will ensure that people can get access to the information they need to engage in dialogue with public service professionals; and in doing so reduce bureaucratic burdens. This will drive improvements in public services, making them more personal and cost-effective, whilst at the same time strengthening democratic deliberation and giving frontline workers and voluntary organisations the freedom to innovate and respond to new demands in new ways. We are determined to be among the first governments in the world to open up public information in a way that is far more accessible to the general public … In this way people will no longer be passive recipients of services but, through dialogue and engagement, active participants – shaping, controlling and determining what is best for them.”
I applaud the sentiments expressed in this speech by Gordon Brown. Similarly, the Engage Report in Australia says: “Engagement is the central theme of this report. It deals with the connection of people to information so that knowledge assets can be re-used to create new and often unexpected value. It deals as well with the growing opportunities for more effective collaboration with citizens in different dimensions of government – policy development, regulatory reform, program and service design”.
Yet I still have that nagging concern that public-government engagement is not what it appears. Sure, I understand the desire to publish government content (in greater volume no doubt, but hopefully in a form that is of most value to the public). I applaud the use of web 2.0 tools to facilitate some form of public feedback or dialogue. I certainly understand the view that the public has a right to be informed and that government needs to become more accountable. These are all good things and are very big steps for government to be actively pursuing. Yet, how much of all of this is just an enormous content dump, and how much of it will be real engagement – engagement where citizens actively become involved with the workings and decsions of government departments and agencies?
Web 2.0 requires a different way of thinking. There is more emphasis on distributed intelligence and networks rather than centralised control systems and fixed hierarchies. Web 2.0 is not about control, but more interested in the dialogue and “the conversation”. Web 2.0 tools and applications are interactive and immediate. And most importantly, web 2.0 thinking is the thinking of the new world environment of the 21st century so there is no excuse not to partake of the best that web 2.0 can offer. It’s simply evolutionary organisational dynamics.
Brown in his speech goes on to say: “But if the purpose of our reforms is not only to be more efficient, but to meet future challenges and re-engineer our public services from good to great, Whitehall has to let go – and empower staff and the public to shape provision in meeting local needs and priorities” (my bold and italics). This cultural change will not be easy. The same issue was identified in Australia in the Engage Report – that there is a strong cultural and operational tendency within government to withhold information. There are many reasons, some of which are spurious and others that have some legitimacy. Traditional control-based organisations in government will need to change if open government is to become a reality. But there are realistic concerns around privacy, political risk, and copyright – challenges all of which can be overcome I must say.
The challenge for open government and increasing citizen engagement with government is not the web 2.0 tools which are readily available. The challenge is how to foster a culture of openness and collaboration in government agencies. In addition, there may be significant resource issues around content management and web sites, records management systems, information management, and knowledge management. The classic organisational problem, “we don’t know what we don’t know”, is no longer now just a knowledge management problem; it’s now a government-wide problem that must be overcome before open government can be effective. However, the fundamental success factor for open government will be people-based – trust and organisational culture being pivotal.
The vision for open government espoused by UK PM Gordon Brown and in the Engage Report for Australia are commendable. They are optimistic and challenging. But they also offer opportunities for knowledge management to become a significant and active stakeholder in the way in which open government might unfold. I certainly hope so.