Suchergebnisse

Public administration writers have placed considerable faith in the power of social science to improve the practice of public administration. This article argues that such faith derives from their vision of the state as a purposive association. However, because we live in what is essentially a civil association rather than a purposive association, there are severe limits on the knowledge that social science can provide for practice. Public administration inquiry, it is concluded, needs to devote more attention to the nature of the civil association in which it operates, particularly in regard to our constitutional system of governance.

This article argues that a public affairs plan is essential for any organisation to prevail in their competitive struggles for policy influence. We propose a seven‐step approach to devising a public affairs plan based on scientific findings and practical experience. The article maintains that any public affairs plan should be rooted in scientific, evidence‐based and practical insights. The different components of the plan—situation analysis, goals, alliances, audiences, messages, channels and impact measurement—should all be attuned to one another and to the context of the policy file. Each SMART objective should serve as a red thread throughout the different components of the plan. The plan should be realistic in terms of goals, time and costs. It should be flexible enough to withstand exogenous shocks and crises. Those who fail to start with a written plan will bounce around and be driven by the moment. An evidence‐based public affairs plan, in contrast, provides purpose and direction and will increase the chances of securing policy success.

Describes condition of political science in the two decades, and why rational choice, in which the tools of economics are applied to politics, was ignored while the behavioral movement, using psychology and sociology, was successful.