Governing the City State - Chief Minister and Treasury Directorate ...

Daniel Pink 355 argues three core factors motivate people in the workplace, importantly threefactors that can drive innovation – autonomy, mastery and purpose. Autonomy ischaracterised by an individual’s ability to self-direct and choose their methodology. Masteryis the human desire to get better at executing tasks, functions and delivering outcomes.Fundamentally, without a purpose at work individuals fail. A transcendent purpose enablesindividuals to feel they are making a contribution; it attracts better talent and is a criticaldriver to good service delivery and product outcomes.Figure 21 - Autonomy, Mastery and Purpose ConeMost innovation fails at the concept stage. A framework for innovation in the ACTPS willprovide officials with certainty as to the mandate of innovation and clarity as to where to goand what to do with the innovation concept.Central government continues to view innovation support in terms of a linear pipelinemodel. This model is not well suited to the public sector – nor often the private sectorfor that matter – as real innovation travels in unpredictable ways between people notconducive to one-size-fits-all approached or top-down management. 356As highlighted in the KPMG report commissioned by AGRAGA:Stakeholders noted that policy ideas hailed as innovative have often been developedby public servants over a long period, sometimes decades. The challenge for the APSis to provide an environment in which a ‘stock’ of ideas can be generated, tested andrefined in consultation with other governments, business and the community sectorsand citizens. The realisation of new policy approaches also relies on a confluence offactors: leadership from government and senior public servants (including apreparedness to take calculated risks and contemplate failure), strong relationships oftrust across government, between levels of government and with key externalstakeholders and shared goals and incentives for collaboration. Consultation withthose affected by policy changes and those with expertise in the area is essential. In355 Daniel H. Pink is the author of four books about the changing world of work — including the New York Times bestsellers, AWhole New Mind and Drive356 Sunningdale Institute (2010) p.14.Capability, Capacity and Effectiveness: 273