Transcription of The New Public Service: Serving Rather than Steering
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The New Public Service: Serving Rather than Steering
The New Public Service: Serving Rather than Steering 549 Robert B. DenhardtJanet Vinzant DenhardtArizona State UniversityThe New Public Service: Serving Rather than SteeringThe New Public Management has championed a vision of Public managers as the entrepre-neurs of a new, leaner, and increasingly privatized government , emulating not only the prac-tices but also the values of business. Proponents of the New Public Management have devel-oped their arguments largely through contrasts with the old Public administration. In this com-parison, the New Public Management will, of course, always win. We argue here that thebetter contrast is with what we call the New Public Service, a movement built on work indemocratic citizenship, community and civil society, and organizational humanism and dis-course theory. We suggest seven principles of the New Public Service, most notably that theprimary role of the Public servant is to help citizens articulate and meet their shared interestsrather than to attempt to control or steer management has undergone a revolution.
government work better and cost less.” Modeled after con-cepts and ideas promoted in Osborne and Gaebler’s 1992 book Reinventing Government (as well as managerialist efforts in a variety of other countries, especially Great Brit-ain and New Zealand), the Clinton administration cham-pioned a variety of reforms and projects under the mantle
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