Practicing Democracy as if the Public Matters Will Friedman, Ph.D. - - PowerPoint PPT Presentation

Practicing Democracy as if the Public Matters

Will Friedman, Ph.D. President, Public Agenda

June, 2015 Adelaide, South Australia

STATUS-QUO DEMOCRACY FALLI NG SHORT

Section I

What ails democracy today

• Leaders out of touch with public
• Powerful interests w/too much

influence

• Partisan bickering defeats common

ground

• Gridlock defeats problem solving

A limited tool box for democratic problem solving Advocacy groups and experts not enough

The nature of “wicked problems”

Technical Problems Wicked Problems

The nature of “wicked problems”

Technical Problems Wicked Problems

Easy to identify Hard to identify, easy to deny

The nature of “wicked problems”

Technical Problems Wicked Problems

Easy to identify Hard to identify, easy to deny Amenable to a technical fix There is no technical fix

The nature of “wicked problems”

Technical Problems Wicked Problems

Easy to identify Hard to identify, easy to deny Amenable to a technical fix There is no technical fix Amenable to top-down solutions Requires many parties to learn and negotiate, make provisional decisions and adapt

Managing wicked problems requires an engaged public

I S A MORE CI TI ZEN-CENTERED DEMOCRACY POSSI BLE?

Section II

Are the people up to the task?

Civic Pessimists Civic Optimists

Are the people up to the task?

Civic Pessimists Civic Optimists

“The people are turbulent and changing; they seldom judge or determine right.” (Hamilton)

Are the people up to the task?

Civic Pessimists Civic Optimists

“The people are turbulent and changing; they seldom judge or determine right.” (Hamilton) “I am not among those who fear the people.” (Jefferson)

Are the people up to the task?

Civic Pessimists Civic Optimists

“The people are turbulent and changing; they seldom judge or determine right.” (Hamilton) “I am not among those who fear the people.” (Jefferson) The public is often “destructively wrong at…critical junctures.” (Walter Lippmann)

Are the people up to the task?

Civic Pessimists Civic Optimists

“The people are turbulent and changing; they seldom judge or determine right.” (Hamilton) “I am not among those who fear the people.” (Jefferson) The public is often “destructively wrong at…critical junctures.” (Walter Lippmann) “The cure for the ills of democracy is more democracy.” (Jane Addams)

Are the people up to the task?

Civic Pessimists Civic Optimists

“The people are turbulent and changing; they seldom judge or determine right.” (Hamilton) “I am not among those who fear the people.” (Jefferson) The public is often “destructively wrong at…critical junctures.” (Walter Lippmann) “The cure for the ills of democracy is more democracy.” (Jane Addams) “No one ever went broke underestimating the intelligence…of the American people.” (H.L. Mencken)

Are the people up to the task?

Civic Pessimists Civic Optimists

“The people are turbulent and changing; they seldom judge or determine right.” (Hamilton) “I am not among those who fear the people.” (Jefferson) The public is often “destructively wrong at…critical junctures.” (Walter Lippmann) “The cure for the ills of democracy is more democracy.” (Jane Addams) “No one ever went broke underestimating the intelligence…of the American people.” (H.L. Mencken) “…democracies decay not because of the stupidity of the masses, but because

• f the cupidity and self-seeking of

leadership.” (V .O. Key)

A different, more pragmatic, view

Optimist? Pessimist? It depends!

“Pot ent ially, the public can contribute in ways that elude expert elites and leaders.” Dan Yankelovich

What is public judgment? Not top-of-the head reactions

What is public judgment? Not necessarily deeply felt reactions

What is public judgment? A considered, responsible perspective, achieved through a kind of public work, that unfolds in stages.

THE EMERGI NG ART AND SCI ENCE OF PUBLI C ENGAGEMENT

Section III

Public engagement: Practices that involve the community

in meaningful public problem solving

Authentic engagement takes citizens seriously

“We want to nt to in include y you in in th this is decis isio ion w n with ithout l t letting tting y you a affe ffect it. t it.”

Practices that go beyond business as usual

Business as usual Authentic engagement

Practices that go beyond business as usual

Business as usual Authentic engagement

Interest group or expert driven by small group of decision makers Inclusive decision making, with public & stakeholders involved

Practices that go beyond business as usual

Business as usual Authentic engagement

Interest group or expert driven by small group of decision makers Inclusive decision making, with public & stakeholders involved Decide first, then sell Decide with stakeholders

Practices that go beyond business as usual

Business as usual Authentic engagement

Interest group or expert driven by small group of decision makers Inclusive decision making, with public & stakeholders involved Decide first, then sell Decide with stakeholders Top-down, one-way communications based on informing and persuading Two-way communications based on dialogue and learning

Resolves democratic ambivalence toward public By providing the means for citizens to effectively do their work

A key to effective engagement Promote dialogue and deliberation among diverse stakeholders about real choices

What kind of after-school program do we need? Option 1: Emphasize academic excellence

Help kids catch up or stay ahead in school

What kind of after-school program do we need? Option 2: Emphasize values and life skills

Teach leadership, teamwork, strong values

What kind of after-school program do we need? Option 3: Emphasize a safe place to unwind

Allow kids to exercise, play, explore

What kind of after-school program do we need?

Option 1: Emphasize academic excellence

Help kids catch up or stay ahead in school

Option 2: Emphasize values and life skills

Teach leadership, teamwork, strong values

Option 3: Emphasize a safe place to unwind

Allow kids to exercise, play, explore

SOUTH AUSTRALI A HAS A CHANCE TO LEAD

Section IV

South Australia has been a democratic pioneer

South Australia again leads civic innovation Potentially, among the world’s most ambitious experiment in deliberative democracy

“One of the greatest resources we have is the common-sense judgments

• f everyday people.”

Jay Weatherill

South Australia again leads civic innovation

Success

depends on you, not just the government

What citizens can do

• Participate!

What citizens can do

• Participate!
• Bring others to the table

What citizens can do

• Participate!
• Bring others to the table
• Hold public officials accountable for

taking public participation seriously

What citizens can do

• Participate!
• Bring others to the table
• Hold public officials accountable for

taking public participation seriously

• Hold yourself and your fellow citizens

accountable for doing your part

What citizens can do

• Participate!
• Bring others to the table
• Hold public officials accountable for

taking public participation seriously

• Hold yourself and your fellow citizens

accountable for doing your part

What’s at stake?

• Public policy that responds to people’s

needs

What’s at stake?

• Public policy that responds to people’s

needs

• Government-community-citizen-business

partnerships that drive progress on “wicked problems”

What’s at stake?

• Public policy that responds to people’s

needs

• Government-community-citizen-business

partnerships that drive progress on “wicked problems”

• Stronger economic growth

What’s at stake?

• Public policy that responds to people’s

needs

• Government-community-citizen-business

partnerships that drive progress on “wicked problems”

• Stronger economic growth
• Showing the world how to revitalize

democracy

What’s at stake?

• Public policy that responds to people’s

needs

• Government-community-citizen-business

partnerships that drive progress on “wicked problems”

• Stronger economic growth
• Showing the world how to revitalize

democracy