But Professor Putnam goes on to say that this new trust could "vanish in the blink of an eye."
Whether public confidence in government has staying power is dependent on how the next question is answered.
Is public confidence deserved?
I can readily argue both sides of this question.
I've argued for years that public confidence is deserved - we just need to know how to blow our own horn better. The public sector is a lousy marketer. Positive media coverage or images of Federal or local public service are rare. Yet, think of September 11. Think of any severe flooding or tornado in recent memory. There is no doubt that public services shine in emergencies. And, after the emergency, public servants go about their work in a professional, credible way day in and day out.
With this in mind, I want to pass along this Cool Idea. On October 23, a new non-partisan, non-profit organization announced its existence. Their name is Partnership for Public Service, and their mission is to communicate the good done by federal government employees. They wish to fan the flame of public confidence-and encourage qualified men and women to choose the federal service for all or part of their careers.
Visit their website to see examples of the positive stories they highlight. They want to tell these stories to the media and to convince the media to tell the stories to America! Help them do it! (And, I would love to see state and local folks pressure the Partnership to expand their vision to include all public services.)
Unfortunately, I can equally, and just as passionately, argue that the public's trust is not deserved. I see too many public service agencies looking inward and backward - still turf conscious, still caught up in rules and regulations, still too risk-averse to deserve the public's trust. If only they could always embody those attributes that make them great in emergencies - clearly focused on purpose, communicating in unambiguous terms, continually listening to their customers, and ignoring traditional boundaries to get the job done.
More damning, how can our public organizations be deemed trustworthy when they don't trust themselves? Using a tool we designed called "The Cost of Mistrust," PSG has at times asked clients to list specific, current examples of mistrust at work. The answers we've heard illustrate mistrust of each other on the inside - from no decentralization of budgets, to three or more signatures on forms, to lack of problem-solving authority for those on the front lines of customer service. Other answers show mistrust of the agency's customers. In service organizations, this comes across as "We know what's best for them." In compliance organizations, all who are expected to comply must jump through paperwork or process burdens, based on the mistrust of a few who might misbehave. When we have asked clients to estimate the dollar cost of these examples of mistrust, estimates have run into the millions!
By now, you are probably questioning my own trustworthiness. But, I want you to consider what I have spoken out of both sides of my mouth. Celebrate your successes every day, AND relentlessly drive out mistrust from your services. After all, the answer to whether the public's confidence is well founded and lasting is ultimately up to you.
* With acknowledgement to "Americans' Trust in Government," by Richard Morin and Claudia Deane, Washington Post, Friday, September 28, 2001.
