The New Public Management has championed a vision of public managers as the entrepreneurs
of a new, leaner, and increasingly privatized government, emulating not only the practices
but also the values of business. Proponents of the New Public Management have developed
their arguments largely through contrasts with the old public administration. In this comparison,
the New Public Management will, of course, always win. We argue here that the
better contrast is with what we call the “New Public Service,” a movement built on work in
democratic citizenship, community and civil society, and organizational humanism and discourse
theory. We suggest seven principles of the New Public Service, most notably that the
primary role of the public servant is to help citizens articulate and meet their shared interests
rather than to attempt to control or steer society
The New Public Management has championed a vision of public managers as the entrepreneursof a new, leaner, and increasingly privatized government, emulating not only the practicesbut also the values of business. Proponents of the New Public Management have developedtheir arguments largely through contrasts with the old public administration. In this comparison,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 discoursetheory. 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 society
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