The intellectual legacy of J.E. Hodgetts

Abstract: J.E. (Ted) Hodgetts was influenced by both the political economy approach that he learned at the University of Toronto and by the comprehensive historical method developed by Leonard White, under whom he studied at Chicago. His first great project, Pioneer Public Service, convinced him that responsible government was impossible without responsible public administration. The authors examine how his response to management theories and practices evolved following his participation in the Glassco, Lambert and Gomery commissions. Hodgetts consistently refused the complete separation of politics and administration, and he promoted the use of management techniques to strengthen parliamentary supervision of the public service. The two key components of his legacy are thus a commitment to the democratic values of representative government and the comprehensive study of the internal dynamics of public administration in interaction with the relevant environmental factors.     

What If? The Historian and the Counterfactual

This essay lays out why many scholars, particularly historians, are inherently skeptical of counterfactuals. It highlights several of the most obvious errors that are often made by those undertaking counterfactual reasoning. It also highlights how these articles go a long way toward developing effective rules for the appropriate and most effective use of counterfactuals.     

Towards consolidating democracy: The paradoxical role of democracy groups in Thailand

Civil society is thought to contribute to consolidating democracy, but exactly how this happens is not especially well understood. This article examines the recent experiences of ‘democracy groups’ in Thailand. While acknowledging there are other factors that contribute to democratic consolidation, it finds the cumulative effect of Thailand's intermediating organizations, such as democracy groups, appears to be a redistribution of information and resources in ways that are causing changes in state‐society relations, making the country more pluralistic and contributing to consolidating democracy. Democracy groups and other civil society organizations are providing a widening circle of Thais with virtually unprecedented opportunities to participate in the policy‐making process. Yet despite their accomplishments, these groups might have greater consolidating effects if they themselves adhered more to democratic norms and procedures. Nevertheless, without democracy groups and other civil society organizations, Thailand would be less democratic than it is, although democracy is not fully consolidated yet.     

Free to choose,free to win,free to lose: the phenomenology of ethical space

This paper argues that, contrary to some points of view, most public administrators have sufficient discretion to act ethically; they have ‘ethical space’ within field constraints. This conclusion is arrived at by way of a theoretical perspective called phenomenology. Along the way we describe this orientation and try to show its relevance to practitioners.     

Disinvesting in the administrative capacity for public action

Recurring cutbacks in the public sector have received extensiveattention. Most of the emphasis has been on how to adjust to declinein support for public programs. Cutback Management andcon-tracting-out are examples of this approach. This article focuseson the negative consequence of cutbacks. It suggests that inadequateattention is being given to the decrease in the capacity of agenciesto act. An administrative disinvestment is occurring in much the sameway as it has for roads, bridges and other parts of our public infrastructure. Now, we are disinvesting in another critical social asset--our public bureau-cracies. The nature and implictions ofadminis-trative disinvestment are explord.