The Westminster Tradition

It’s March 1996 and the UK Government announces that mad cow disease has been linked to human cases. Within days beef consumption falls by half, public confidence is non-existent, and ministers begin meeting in chaotic quasi-cabinet groups sometimes twice a day.In this episode we discuss:How to brief best in the chaos of things changing by the hour Whether policy should change when the risk hasn't changed, but risk perception has. The policy process where decisions are not weighed but whittled down by what’s acceptable to industry and public Why what seemed like an extreme policy response on Monday suddenly felt inadequate by ThursdayWhether scenario planning is useful when public sentiment in unpredictable and irrationalWhy in a crisis it is better to stop complaining about constantly changing decisions and simply focus on being usefulHow the EU's hardline and indefinite export ban politically wedged the UKThe difficulty of restoring public confidence when there is no clear wrongdoing to find and fix, and the crisis is largely the product of uncertaintyThe realities of how much the contemporary populace can realistically sustain engagement with multiple complex risks at onceNew Species of Trouble by Kai Eriksonhttps://www.amazon.com.au/New-Species-Trouble-Experience-Disasters/dp/0393313190 Any Ordinary Day - Leigh Sales https://www.penguin.com.au/books/any-ordinary-day-9781760893637This podcast was recorded on Kaurna land, and we recognise Kaurna elders past and present. Always was, always will be. Now for some appropriately bureaucratic disclaimers....While we have tried to be as thorough in our research as busy full time jobs and lives allow, we definitely don’t guarantee that we’ve got all the details right.Please feel free to email us corrections, episode suggestions, or anything else, at thewestminstertraditionpod@gmail.com.Thanks to PanPot audio for our intro and outro music. 'Til next time!

Salli Cohen, a strategist with 30+ years across government and for-purpose organisations and author of Rollercoaster, explains what policy work really is. She talks about a one-word definition of policy, why curiosity, empathy and humility matter, the gap in onboarding new policy people, evidence-informed versus evidence-based approaches, and the courage needed when briefing decision makers.

They dig into feline BSE cases that sparked public panic and undermined faith in species barriers. They trace slow, incremental science that narrowed comfort and left reassurance brittle. They explore rushed regulation that lacked verifiable checks and uneven local enforcement. They follow political pressure, centralisation battles, and a shock discovery of spinal material in processed meat.

A deep dive into the BSE crisis as a case study of governing under scientific uncertainty. They explore why the scandal felt so political despite science-led decisions. Discussion covers regulatory tradeoffs, industry actions shaping policy, and how risk appetite and accountability collide when portfolios and public trust clash.

We want to make lasting and meaningful change, but how do we get there? In this special episode Caroline interviews Frances Foster-Thorpe and Jason Tabarias about their insights into the skills and frameworks needed to tackle large, complex and ambitious reform.We cover: Biting off what you can chew by picking two of three factors: volume, cost, qualityExamples of big Australian reforms that did and didn't hit the markLining up stakeholder expectations, the authorising environment, and operational capabilityStretching the political window of opportunity by looking up and outWhy sequencing can be a more productive conversation than prioritisationProposals that are needs or community-led, evidence based and implementation-ready Making cross-system collaboration work: everyone is a colleague, everyone has valuable knowledge, and everyone is responsible for doing as much as we can Tips for system diplomats and working with system diplomatsMark Moore's strategic triangle The Three Horizons FrameworkGeoff Mulgan 'The Art of Public Strategy'This podcast was recorded on Kaurna land, and we recognise Kaurna elders past and present. Always was, always will be.Now for some appropriately bureaucratic disclaimers....While we have tried to be as thorough in our research as busy full time jobs and lives allow, we definitely don’t guarantee that we’ve got all the details right.Please feel free to email us corrections, episode suggestions, or anything else, at thewestminstertraditionpod@gmail.com.Thanks to PanPot audio for our intro and outro music. 'Til next time!

The hosts reflect on their chaotic beginnings, sparked by the RoboDebt hearings. They discuss significant shifts in public service and share favorite moments from interviews and listener interactions. Technical hiccups and humorous bloopers add charm as they recount their growth and unexpected audience feedback. The trio debates how debates enhance their conversations and whether the Royal Commission changed public service culture. Lastly, they celebrate the joy of community and the impact of listener stories.

In a festive discussion, the hosts dissect the most grating buzzwords in public service. They explore how terms like 'co-design' and 'nature-positive' have morphed into ambiguous jargon. The conversation dives into the challenges of balancing lived experience with policy expertise, while critiquing corporate language that obscures meaning. They also examine the risks of psychological safety and how buzzwords can mask fear and indecision. Prepare for a humorous take on overused phrases that litter bureaucratic conversations!

Navigating a challenging team environment can be daunting for any new manager. The hosts explore strategies for gathering intel and clarifying roles while dealing with resentful colleagues. They emphasize the importance of connecting team strengths without getting lost in technical details. Tactics for managing a toxic yet competent employee and fostering a positive culture are discussed. The balance between supporting a former team's complaint and focusing on internal resolution adds another layer of complexity to leadership.

Dive into the chaotic world of public administration as hosts explore the tension between legality and leadership. They discuss the dilemma of managing upwards amidst escalating media pressure and the risks of informal intel. Insights on why every government problem is a shared concern unfold, alongside strategies for seeking written directions and preparing under pressure. The risks of decision paralysis and the importance of clarifying authority are examined, all while navigating the realities that keep programs from waking up.

Delve into the intriguing dynamics of public sector reform. Explore how fear influences risk-averse behaviors and the concept of safe-to-fail experimentation. Discover the tension between flashy policy heroics and sustainable stewardship, along with the impact of silos—dubbed 'tribes'—on trust and collaboration. The conversation highlights the complexities of equitable outcomes versus uniformity and the challenges of navigating political tempo. Ultimately, learn how to transform organizational culture into a catalyst for progress.