Driving Change

著者： Matthew Bishop Jessica Brown
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  • Public policy impacts everyone’s life, for better or worse. The decisions taken by faceless civil servants have a lasting impact on the lives of every person on the planet and on the health of the planet itself. Yet beyond high profile officials, very few people know or appreciate the individuals who have dedicated their lives to creating and implementing the policies that change the world around us. We feel it’s time to change that. Join us each week as we interview the practitioners of public policy, discuss the work they do, and its impact on the world.
    2021 Driving-Change PBC
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あらすじ・解説

Public policy impacts everyone’s life, for better or worse. The decisions taken by faceless civil servants have a lasting impact on the lives of every person on the planet and on the health of the planet itself. Yet beyond high profile officials, very few people know or appreciate the individuals who have dedicated their lives to creating and implementing the policies that change the world around us. We feel it’s time to change that. Join us each week as we interview the practitioners of public policy, discuss the work they do, and its impact on the world.
2021 Driving-Change PBC
マネジメント 政治学 歴史 社会科学 経済学
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  • Books Driving Change: Sharath Jeevan and Intrinsic

    Books Driving Change: Sharath Jeevan and Intrinsic
    2022/03/23
    Matthew Bishop (MB): Hello, this is Matthew Bishop with Books Driving Change. And today I'm talking with Sharath Jeevan, who is the author of Intrinsic: A Manifesto to Reignite Our Inner Drive. Sharath is a social entrepreneur who came out of the business world, consulting world, and helped launch STIR Education -- which is an organization that helps teachers improve their performance through their better motivation and sharing of insights -- he can elaborate on that -- in many countries, including India and Indonesia, and some parts of Africa. And now he runs Intrinsic Labs, which we'll talk a bit about as well, I hope. The audience for this show, Sharath, is people who are conscious of this crisis that we've been living through in the pandemic, [and how that] has revealed a need for greater public service to re-engage people with talent and insight and leadership capacity into the public realm of public service. And I wondered if you could say in a sentence for them -- why they should read your book?Sharath Jeevan (SJ): Thanks Matthew, real pleasure to be on the show. And I think it's so important for those of us leading change in public service to know what deeply motivates ourselves as individuals and leaders. And that idea of really trying to find lasting motivation from within for ourselves, really with a view that that can help us motivate the people around us -- our teams, if we've got teams in our work, but also, of course, as citizens. Our work is ultimately geared towards that, and that applies, whether we're public servants, or we're political leaders, or trying to affect change, in the social sector, or nonprofit sector, etc. And these are universal themes the book talks about.MB: In the book, you set out in a powerful way a number of the trends that have caused many people to lose touch with what it is that motivates them from within and to be driven by external factors - as to what you call “extrinsic”. To the extent that you really feel there's a huge crisis in the world of loss of connection with ourselves, and that that's underlying many of the issues that emerge all over the place, in different aspects of life, and is proving dysfunctional in many parts of the world. But could you just spell that out for us? What is the key problem that you think we need to solve at this point and that Intrinsic is setting out to solve as a book?SJ: Yes, I think it's moving our dial, that motivational dial, [away] from extrinsic or external factors. So for example, in the world of work, we would think a lot about pay, about status, how fancy our job title is, how fancy our office is. These are critical things and we're not saying they're not important -- many people in the world don't have them, we need to make sure they do. But for those of us who do have those, they have a diminishing effect over time. That was a ceiling effect. I was talking to a trader in the City of London who got a £21.5 million bonus for the year. And his first reaction when his boss told him the news was, I had to work harder, because I know that someone else down the corridor got more than me. So that idea that there's never enough in some of these things, but we can keep chasing them, [although] that won't give us fulfillment, happiness, and actually won't give us success in the long term either. What we've got to do is move that motivational belt inwards to thinking about how we can really do what we do -- particularly in public service, because it's genuinely fulfilling, motivating, and rewarding. It's a bit like driving an electric car compared to a car driving on heavy diesel -- it should feel enjoyable in its own right. And we know the key pillars of intrinsic motivation are around “purpose” -- that sense of how work helps and serves others -- and “autonomy” -- that sense of us being in control of our destiny, as public policy leaders. And finally, becoming a “master” -- or becoming a better and better leader over time. We never get to perfection, but we're getting and developing and growing. So purpose, autonomy and mastery are key to us really moving that dial inwards. And we know that it's much more likely to lead us to be happy, fulfilled, and successful.MB: One of the things you do very well in the book is marshall a lot of academic research that's supportive of your claim on intrinsic motivation. And I think maybe "purpose" in particular has become one of those buzzwords that I think everyone is talking about -- a lot of company leaders, a lot of political people, saying we need to have purpose, clear and everything. Just what is the evidence that purpose matters and can be a game changer? And, with a slightly cynical hat on, how do we tell real purpose, real change making purpose, from the sort of bullshit PR purpose that a lot of people might be inclined to say [they have], if they're under pressure, in these leadership roles at the moment to try and sign sound appealing to millennials?SJ: I...
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    33 分
  • Books Driving Change: Jonathan Greenblatt and It Could Happen Here

    Books Driving Change: Jonathan Greenblatt and It Could Happen Here
    2022/03/09
    Today on Books Driving Change we talk with Jonathan Greenblatt, the CEO of the Anti-Defamation League, who has written a powerful new book called It Could Happen Here: Why America Is Tipping from Hate to the Unthinkable—And How We Can Stop It.
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    40 分
  • Books Driving Change: Agustín Porres and Unfinished Business in Education

    Books Driving Change: Agustín Porres and Unfinished Business in Education
    2022/02/14

    The people that work in education and that take the responsibility of leading the education system are mainly optimists. If not, you cannot take the job.

    In the latest episode of Books Driving Change, Agustín Porres and Matthew Bishop talk about Porres’ new book, Unfinished Business in Education, in which he interviews 31 previous education secretaries from around the globe. Each of them reflects on their time in office -- what they learned, what they achieved, what they failed to do, and what they would advise people going into that role today. They also talk about why the pandemic may be providing the perfect opportunity to enact sweeping education reforms, because of the crisis it has brought on, the innovation it triggered, and the fact that education is now much more visible in many national debates that it has been for many years. 

    Porres has spent the last couple of decades working on education policy and is currently Latam Regional Director of the 

    Varkey Foundation

    , which works to build the capacity and status of teachers. It is also the sponsor of the 

    Global Teacher Prize

    . Before joining Varkey, Porres worked in various government roles.
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    33 分

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