How do people in government make decisions?

More than 7,000 public servants from 97 countries took a quiz designed by Apolitical to test how they think and how they approach big
decisions something with huge consequences for effective government.
The results reveal something of a disconnection: public servants believe that what will bring a step change to their work is more contact with
innovators; they think that collaboration is useful for getting advice and hearing about what others are doing in their field; but when they need
help on big decisions they do not turn to their colleagues in the public service.
We at Apolitical think the way to better government is to connect that hive of minds and help public servants learn from each other. We have
built a global network to do just that. Take a look.

When they need help on momentous policy Public servants believe that what would take
decisions, public servants turn to: their work to the next level is:
PUBLICISING
FELLOW PUBLIC
THEIR OWN IDEAS
SERVANTS MORE
SPECIALIST
13% RESEARCH 9%

18%
13%
40%
THEIR OWN 52%
GRIT AND
PUBLISHED
INGENUITY
RESEARCH NETWORKING
21% WITH
34%
INNOVATORS
EXTERNAL
EXPERTS NEW POLICIES TESTED
ELSEWHERE

Public servants think that the usefulness of When making big decisions, the source of
collaborating with others lies in: information public servants trust most is:

THAT ITS NOT PUBLISHED

SPREADING THEIR OWN
USEFUL RESEARCH
GOOD IDEAS EXPERIENCE
5%
12% 23%
27%

HEARING ABOUT 46% OTHER PUBLIC

OTHERSWORK SERVANTS

37% GETTING 25%

ADVICE 25%

EXTERNAL
EXPERTS

Apolitical would like to thank the leading public service organisations who generously shared our survey with their networks:
The Australia and New Zealand School of Government, Nesta (UK), Civil Service World (UK), Citiscope (USA), Sri Lanka Administrative Service, National
Association of Schools of Public Affairs and Administration (USA), Young Professionals in Foreign Policy (USA), American Society for Public Administration, Civil
Service Times (India), University of Pennsylvania Fels Institute of Government (USA), Partnership for Public Service (USA), Engaging Local Government Leaders
(USA), E-governance Academy (Estonia), National League of Cities (USA), CEOs for Cities (USA), Griffith University Master of Public Administration (Australia),
Griffith University School of Govt and International Relations (Australia), Network of Schools of Public Policy, Affairs, and Administration (USA), Policy Corner
(Germany/France), UNDP Global Centre for Public Service Excellence, Institute of Public Administration of Canada, The UN Times, Civil Service Commission
(Philippines), The Mandarin (Australia), Training for International Diplomats (Germany)