In his Ditchley Annual Lecture, Michael Gove argued that there is “a deep sense of disenchantment on the part of many of our citizens with a political system that they feel has failed them”. One reason for this, he said, is that our key institutions, including Whitehall and Westminster, have become dominated by a metropolitan elite, often out of touch with the needs and aspirations of those outside London. This requires not simply radical policy reforms, but reforms in the way government itself works.
Of course, trying to change how government works is not a new problem, and in some respects, neither are the prescriptions he offers for civil service reforms. ‘Reforms’ can be a euphemism for many things, and the early signs are of greater concentration of power and communications at No.10. There are benefits to being able to orchestrate policies in a way that can mobilise action across departments and layers of government, but in a highly centralised governance system such as the UK, it also brings risks.
Nevertheless, the broader question of how we can avoid groupthink, design better policies and excel at implementation are valid questions. If we want research to have real impact, to change things, those of us who work in the social sciences need to consider the many things that feed into policymakers’ mindset and methods. Where does evidence fit into their planning? What else are they thinking about? Our Transforming Social Policies report tries to answer these and other questions by giving researchers insights into the policy machinery.
Thinking about policy
There are many everyday uses of the term ‘policy’ but no widely shared definition. At its simplest, it is about effective problem solving of public issues or the process of making good decisions for the public good. Of course, many kinds of people and types of organisation are engaged in the process – from ministers, civil servants and parliamentarians to charities, service providers, business organisations, campaigners and lobbyists. Researchers have to think carefully about which audiences will be most interested in their research and expertise, and how best to engage them.
Buffeted by external events or driven by ambitions, political ideas provide a framework for policy actions, substance for public debate and contending notions of causality in the social world. Arguably, the most successful governments (in terms of achieving their stated aims) are those with an ambitious goal with which they are happy to be identified.
David Cameron’s government was largely defined by tackling public debt and austerity, Tony Blair’s New Labour by the ‘third way’ (leaving aside the later period of the Iraq war). However, history may define their premierships quite differently. Austerity, often regarded as a policy choice, was in reality a strategy that cut across a whole swath of policies.
Where does evidence fit?
Even where a government has an over-riding goal or vision, there are many elements that go into individual policies – and this presents knowledge exchange opportunities and different pathways for researchers. While working with Whitehall, Westminster, government agencies or local government provide a direct route to influencing policy, research tends to be mediated through a more complex set of processes.
For example, we can work with interest groups and across political parties, try to get our work publicised in the media, and influence public and policy thinking that way. We can submit evidence to parliamentary committees or work with specific teams in Whitehall. This chart focuses on policy generation, but organisations such as What Works Centres, regulators and commissioners, also influence policy and practice through different routes.
Being strategic about sharing knowledge and insights
With all this in mind, what approach should researchers adopt? The Open Innovation Team at the Cabinet Office suggests being pro-active in establishing networks, and making offers explaining how you can collaborate and contribute. They also suggest being patient, persistent, succinct in your communications, and specific about how your ideas could be applied.
Thinking not just about your own research but how it adds value is important. Think about the context. If there is already some debate about an issue, a lack of knowledge may not be the problem. A new perspective may be the answer, rather than more statistics. Can you provide an overview, and then cut through the ‘noise’?
One can also borrow approaches from policy advocacy. The report explains a number of these but some researchers will be familiar with the ‘policy window’ theory – recognising when an opportunity for influence emerges – or coalition theory (the idea that change happens through co-ordinated activity with others).
It pays to think tactically, too, and here communications plays a vital role. An idea is more likely to be adopted if it is easy to grasp, seen as better than the ideas it supersedes, and tells a story – with templates available for structuring a story.
Social change depends on excelling at implementation not just ideas
Policies designed with a clear understanding of the problem being tackled, and proportionate to the size of the problem, are more likely to be successful – but there is also another critical factor. How will they be delivered? Researchers can often underestimate this challenge, a key priority for civil service reform.
The notion of researchers spotting opportunities to make a difference and making ideas happen, is powerful, but not all researchers can become successful ‘policy entrepreneurs’. However, being able to articulate not only what action is needed but how it can be taken forward and by whom will have a better chance of cutting through. Doesn’t this, for example, require collaborating with commissioners, funders, practitioners, service users, social entrepreneurs or researchers from other disciplines?
From political ideas to execution, many factors influence policymaking. This means being able to see the whole picture and where your research and expertise fits into the jigsaw.
The Transforming Social Policies report is published on Friday 16 October
Authors
Raj Patel
Raj Patel is Associate Director, Policy and Partnerships, at Understanding Society
