Every time I read an article about Gen Y or Millenials I run it through this litmus test: throughout the text, can you replace “Millenial” with “employee” with no loss of meaning?
“[Employees] want meaningful work, they want to do things that are making an impact and if they’re not in a good environment where they can do that, they’re always going to be looking for something else”
From this piece, which was – sadly – actually about Millenials.
Over the next decade, we’re going to see a demographic shift in key positions throughout the public service. But the question is: does that matter?
“It’s Like Lego.”
- In the last few weeks I’ve met two people whose lives’ work was connecting people, based on the idea that all the building blocks for building a better society are already there, the question is simply one of assembly. “It’s like lego.”
- Lately I’ve had the opportunity to help colleagues with marketing campaigns, internal strategies, and policy presentations, somewhat awed by the idea that I had something to contribute to any of these.
- Last week Tariq posted about Planning and Idea Generation in Government, in response to Chelsea’s point that even deciding that something is a good idea is a muddy and difficult process.
- Which led to a conversation about decision-making models. Some very (very) smart people were debating their merits. One view would be that they’re a useful heuristic, and I’d add that their existence and popularity is based on a recognition that we’ll muck things up simply by throwing neurons at problems. But at the same time they have limits, and over-reliance can lead to sub-optimal results.
“We never have all the knowledge in place. So we have to learn… Mostly, it’s about organizing a learning process for the stakeholders and users involved, and trying to find out together how we can bring about successful change.”
What do you think? Is increased recognition of our limits a genuine shift? Or am I unfairly assigning importance, or missing longer-term context? Is a more collaborative, tentative approach to solution-generation actually a characteristic of those people who’ll be replacing retiring Boomers?
That’s quite alright. We can go “from Public Service to public service,” as George put it. But I’m interested in at least complicating these decisions by pointing to opportunities for positive change in the public service. It seems to be the problem I’ve fallen in love with.