Michael Gove MP might seem a somewhat ironic spokesman for ‘anti-intellectualism’, but when he said that people had become tired of experts he, for once, struck a chord. And this particular chord should resonate most strongly with those of us who have a passion for both public policy and research. The truth is that there is a crisis of mutual respect and confidence between the two and the question is how can this best be addressed
This is hardly a new problem. The political class never finds challenge comfortable, especially when it questions whether the certainties they have offered to the electorate are certain after all. Equally, as Jane Broadbent points out in this issue (pp. 233–236), predictions in social science are, in any event, unlikely to provide policy-makers with the certainty they crave given the complex interactions they describe.
Perhaps the most worrying aspect of all this, however, is the fact that the crisis is so rarely addressed, let alone analysed in any meaningful way—which is why the recent PMM Live! event and the contributions in this edition are so valuable. Inevitably the current problems will not be easily solved, but that is not to say that there aren't some simple actions which could make a difference. As David Walker points out (p. 232), there is no coherent knowledge management strategy across government but, as is so often the case, a fragmented, short-term and opportunistic response. On the other hand, the research community seems too often to find it difficult to engage with policy-makers for fear of losing its independence. Attempts which have been made to develop the kind of long-term relationships espoused by Jean Hartley (p. 236) to build the trust and understanding we need have foundered more often than not … I remember the former Department of Social Security (DSS) trying to create a relationship with the University of York, which showed promise but gradually petered out.
I was struck, however, during PMM Live! how much the relationship between researchers and policy-makers had in common with the relationship between civil servants and government ministers. Perhaps the research community could learn a little from the way in which the most effective civil servants behave and, as Jane Broadbent suggests, getting communication right matters. The best civil servants speak with a refreshing lack of jargon and, like most good professionals, seek to simplify complex issues thus enabling their audience to engage … in other words, they are inclusive not exclusive. As Andrew Gray points out (p. 239), they understand that the best decisions are not always made on the basis of technical evidence alone. They are informed by many other issues, including how they interact with other recent policy developments and the likely reaction of communities. The best civil servants do speak truth unto power, but not with obvious relish all of the time. They also look for opportunities to ‘go with the grain’ and enable ministers to deliver some of their ambitions. They demonstrate respect and some humility. They are conscious of the damage done by displays of arrogance. They understand that you can operate close to the political process without losing your independence and that the best advice takes account of the needs and priorities of government without being distorted by them. And, where possible, they seek to find the right time for their advice.
None of this is, of course, rocket science. But brilliant civil servants and researchers too often fail to recognize how important these aspects of communications can be. As a result, good advice and good research evidence can fail to have the impact they deserve. So, perhaps universities do need to do more to prepare academics to work better with the world of policy. But, equally, researchers have the right to expect a more mature response from politicians in particular. They have, after all, a responsibility to make informed decisions which take account of the best available advice and knowledge. Hiding behind populist cant is a poor substitute.
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Lord Bichard
Lord Bichard is Chairman of Public Money & Management's editorial board.