Lorenzo & his humble friends

The fool doth think he is wise, but the wise man knows himself to be a fool

Tag: bureaucracy

Beware conservative bureaucratic elites

Capable bureaucrats guarantee the quality of our institutions and the general idea is that a capable bureaucrats come out from a tough selection procedure. This is generally true. But the idea of toughness is a questionable one and must be handled with caution. The selection procedure to become a public servant in Ming China, for instance, was ridiculously hard; and yet some historians agree that the kind of bureaucratic apparatus coming out from the selection procedure represented a tremendous obstacle to the modernization of the Empire. This is in spite of, or maybe precisely because of the fact that candidates had to sit for three days in tiny little rooms with one table and one chair and they could not even go to the toilet (some servants would come to bring away the faeces). Neill Ferguson suggests that yes, “No doubt after three days and two nights in a shoebox, it was the most able – and certainly the most driven – candidates who passed the examination” but at the same time “with its strong emphasis on the Four Books and Five Classics of Confucianism, with their bewildering 431,286 characters to be memorized, and the rigidly stylized eight-legged essay introduced in 1487, it was an exam that rewarded conformity and caution”. Put it simply, this was a selection procedure meant create a conservative elite, reluctant to embrace change and with a rigid mind frame. A very similar historical case can be made for Soviet Russia, whose bureaucratic class was encouraged to follow strict procedural rules and to adopt an awkward jargon aimed at rewarding continuity and benchmarking rather than innovation. Some of us might want to take these historical precedents in very serious consideration when thinking about the increasingly rigid and self-conservative selection procedure put in place by the EPSO, the European Personnel Selection Office in charge of choosing the public servants working in the Commission.

Under-performing

Last week I finally read Intelligent Life‘s article on Ricken Patel, the young Canadian who founded Avaaz, which is now a major global civic organization with the world’s largest online activist community, including over 20 million subscribers.

The article is about a lot of different things, but there is one in particular I noted down. It is about the reason why Patel started his own company after trying to do some good working for public organizations such as the International Crisis Group, the United Nations, CARE International and the International Center for Transitional Justice. The reason why he gave up working for the public sector is that it is “just mandate-obsessed and risk-averse and controversy-allergic”. Bingo. This is exactly what I have been elaborating – also with Nick and Mindo, here – while working for a total of about twelve months for three different public administrations. Of course, this is just a bit more simplistic and practical vision on the public sector than Max Weber’s iron cage theory. This is, however, the reason why the public sector is often under-performing in such a spectacular way.