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Events
Lectures, Seminars and Workshops
CGL roundtables and seminars are a platform
for policy experts to enter into in-depth discussion on specialised
topics. Roundtables usually involve 2 or more invited guests
who debate and discourse on issues of governance where the
session is moderated by a CGL senior fellow.
17 November 2011
Legatum Institute - CSC Conference on "A New World Order: Mapping the Emerging Zones of Influence"
The New World Order conference attempts to draw a new map of the world based not only on political boundaries but other forces, notably the influence of ethnicity and demographics. The conference will focus primarily on the dominant spheres of influence in the 21st Century --- the Anglosphere, the Sinosphere and the Indian sphere of influence. These groupings have become more important with the collapse of the Soviet Union and the rise of developing countries, notably China and India.
The conference will explore the linkages of these ethnic groupings across political boundaries and how each one has a unique set of characteristics. There will also be a presentation on demographic trends around the world, focused largely on the issue of aging populations in Asia and elsewhere. The Legatum Institute, an independent non-partisan public policy group based in London, will also showcase its annual Legatum Prosperity Index™ , the world’s only assessment of wealth and well-being. The Index is useful to policy makers and public sector administrators as it measures the foundations of prosperity (not just the outcomes), which allow for better informed policy decisions. The Index uses an holistic definition of prosperity that covers multiple policy areas including the economy, education, security, society, and health. It is also a global index which means that it offers a perspective that goes beyond regional boundaries.
The conference, targeted at policymakers and the wider public service and open to academics and the private sector, offers new solutions of looking at the world, including the role Singapore may play as strategically placed within all three of the major spheres of influence. In addition to providing a wealth of newly minted data and an exciting exchange of views about the rapidly changing world, the conference will also examine and discuss the possible role of a mounting “grey tsunami” that threatens not only Singapore but much of the advanced world.
| Featuring |
 Mr Joel Kotkin
Distinguished Presidential Fellow in Urban Futures, Chapman University
Senior Visiting Fellow, Civil Service College
Adjunct Fellow, Legatum Institute |
 Mr Wendell Cox
Principal, Demographia
Visiting Professor, Conservatoire National des Arts et Metiers, Paris, France
Contributing Editor for www.newgeography.com |
 Mr Shashi Parulekar
Futurist, Chief Technology Officer Director, Zemarc Corporation: Fluid Energy Controls, Inc; U.S.A.
Senior Research Associate and Contributing Journalist for www.newgeography.com |
 Mr Aaron Maniam
Director, Institute of Policy Development, Civil Service College
Associate Fellow, Centre for Strategic Futures, Public Service Division |
 Mr Nathan Gamester
Research Analyst Legatum Institute, London, U.K. |
 Mr Matt Baker
Research Assistant Legatum Institute, London, U.K. |
 Ms Emma Chen
Senior Strategist, Centre for Strategic Futures, Public Service Division |
 Mr Sim Hee Juat
Research Associate, Centre for Governance and Leadership, Civil Service College |
 23 September 2011
Dr John Seely Brown
Visiting scholar and advisor to the Provost at University of Southern California (USC),
Independent Co-Chairman of the Deloitte Center for the Edge, Chairman, IDM International Advisory Panel
A CSC-MDA Lecture on "A New Culture of Learning: Cultivating the Imagination for a World of Constant Change"
Typically, when we think of culture, we think of an existing, stable entity that changes and evolves over long periods of time. By exploring play, innovation, and the cultivation of the imagination as cornerstones of learning however, we can create a vision of learning for the future that is achievable, scalable and one that grows along with the technology that fosters it and the people who engage with it. The result is a new form of culture in which knowledge is seen as fluid and evolving, the personal is both enhanced and refined in relation to the collective, and the ability to manage, negotiate and participate in the world is governed by the play of the imagination.
JSB’s current book, The New Culture of Learning (http://www.newcultureoflearning.com), co-authored with Professor Doug Thomas at USC, was released in January 2011.
With the world changing faster and more connected than ever before, can this be perceived as a resource rather than a challenge? How can we leverage on social and technical infrastructure in new ways to create a new learning culture?
Join us for an afternoon with John Seely Brown, as he explores a second sense of culture, where the forces of change, and emerging waves of interest associated with these forces, inspire and invite us to imagine a future of learning that is as powerful as it is optimistic.
About Dr John Seely Brown
John Seely Brown, or as he is often called—JSB— is a visiting scholar and advisor to the Provost at University of Southern California (USC) and the Independent Co-Chairman of the Deloitte Center for the Edge. Prior to that he was the Chief Scientist of Xerox Corporation and the director of its Palo Alto Research Center (PARC)—a position he held for nearly two decades. While head of PARC, Brown expanded the role of corporate research to include such topics as organizational learning, knowledge management, complex adaptive systems, and nano/mems technologies. He was a co-founder of the Institute for Research on Learning (IRL).
Click on the link for more information on JSB: www.johnseelybrown.com
 31 August 2011
Dr Gary Klein
Senior Scientist, MacroCognition LLC
Workshop 1: "Management by Discovery"
Most managers prefer to use a Management by Objectives (MBO) approach to programs and projects, defining the objectives up front, then developing a plan for reaching these objectives, identifying the tasks needed to accomplish the plan, generating a schedule for completing each task, and formulating measures to monitor progress. The MBO approach is powerful and systematic. It results in a predictable management activity.
However, many programs and projects involve wicked problems, where the goals are ambiguous and ill-defined. Wicked problems become more frequent at higher organisational levels. The MBO approach does not easily accommodate wicked problems and in some cases may be incompatible with them.
Hence the need for Management by Discovery, a complementary approach that builds on the strengths of MBO but specifically addresses the challenges of working with wicked problems.
The workshop will explain and describe how Management by Discovery fits into the manager’s role in the organisation, using examples drawn from the participants’ own experience. Participants will learn how Management by Discovery help managers clarify goals more quickly, conduct meaningful progress reviews, and communicate more clearly about ill-defined goals. The workshop will present tools and strategies for all three of these activities.
Most of the workshop will be taken up with exercises for applying Management by Discovery to the participants’ current programs and projects. At the conclusion, participants will be prepared to attack complex programs and projects with more confidence and skill.
Workshop 2: "The Dynamics of Insight"
Insights are at the core of innovation and adaptation. Public officers need insights in order to handle the increasing complexity of policy making. However, the insight process has been considered to be mysterious and as a result many myths have propagated about how to facilitate insights. At the same time, organisations have adopted processes that unintentionally get in the way of insights.
The workshop comprise of the following parts:
Part I: The nature of insight. This section will present the results of a year-long study of insights, exposing many of the common myths and culminating in a new model of how people actually gain insights.
Part II: Organisational barriers to insight. This section will examine widespread organisational practices that actually interfere with insights.
Part III: Supporting insights. This section will identify a few techniques to help people gain insights. The workshop will not describe any magic bullet or standard strategy for gaining insights. The recommendations are fairly modest, along the lines of avoiding activities that interfere with insights.
Most of the workshop will be a presentation with examples of insights with a few exercises for noticing and categorising insights. At the conclusion, participants will be prepared to identify insights in the workplace, and identify practices that interfere with insights.
About Dr Gary Klein
Gary Klein Ph.D., is a Senior Scientist at MacroCognition LLC. He was instrumental in founding the field of Naturalistic Decision Making.
Dr Klein received his Ph.D. in experimental psychology from the University of Pittsburgh in 1969. He was an Assistant Professor of Psychology at Oakland University (1970-1974) and worked as a research psychologist for the U.S. Air Force (1974-1978). The R&D company he founded in 1978, Klein Associates, was acquired by ARA in 2005. He joined MacroCognition LLC in 2009.
He has written: Sources of Power: How People Make Decisions (1998); The Power of Intuition (2004) and Working Minds: A practitioner’s guide to Cognitive Task Analysis (Crandall, Klein, & Hoffman, 2006), and Streetlights and Shadows: Searching for the keys to adaptive decision making (2009). Dr. Klein developed a Recognition-Primed Decision (RPD) model to describe how people actually make decisions in natural settings. He also developed methods of Cognitive Task Analysis for uncovering the tacit knowledge that goes into decision making. He is a Fellow of the American Psychological Association as well as the Human Factors and Ergonomics Society. In 2008 he received the Jack A. Kraft Innovator Award from the Human Factors and Ergonomics Society.
 30 June 2011
Dr Jane Goodall
Founder, Jane Goodall Institute for Wildlife Research, Conservation and Education (JGI); United Nations Messenger of Peace
Environmental Experts Series Lecture on "Securing Effective Stakeholder and Community Engagement: The Case of Environmental Policy"
Dr Jane Goodall is among the world's most famous scientists. Through her groundbreaking work on chimpanzee biology and behavior, Dr Goodall has inspired a re-examination of what it really means to be "human". At the pinnacle of her scientific career, Dr Goodall traded the life of the academic for something far more expansive - inspiring people the world over to make a difference by acting, individually and collectively, to make ours a more just, equitable, and environmentally sustainable world. She is on the road 300 days a year to spread her message of hope. However, Dr Goodall does more than give moving talks - she has put her more than 50 years of experience in science and humanitarinism to work, nowhere more so than in Tanzania, home of her beloved but vulnerable Gombe Forest Reserve, where her career first began.
Increasingly, policymakers will need to make sound effective decisions within complex environments. Part of this will involve engaging, communicating with and convincing multiple stakeholders and interest groups. Dr Goodall knows stakeholdership and community engagement. She is equally at ease with rulers, policy makers, scientists, farmers, and people of all ages and backgrounds. Her message is universal - but not only is it inspiring, it is practical, too. Dr Goodalll will share with us her *Lake Tanganyika Catchment Reforestation and Education (TACARE) Project*, a multi-stakeholder, holistic conservation programme that addresses environmental sustainability, health and education, livelihood creation, and forest protection. Hear Dr Goodall's message, be moved by her commitment and compassion, and exchange ideas with someone who has effortlessly bridged the disparate worlds of ideas, ideals, and action.
About Dr Jane Goodall
In 1977, Dr Goodall established the Jane Goodall Institute (JGI), which continues the Gombe research and is a global leader in the effort to protect chimpanzees and their habitats. Today, the Institute is widely recognised for establishing innovative, community-centered conservation and development programs in Africa, and Jane Goodall's Roots & Shoots, JGI's global environmental and humanitarian youth network, which has groups in more than 120 countries.
A renowned primatologist, Dr Goodall received scores of honours including being awarded Japan's prestigious Kyoto Prize; being appointed as a United Nations Messenger of Peace by Secretary-General Kofi Annan in 2002 and reappointed again in 2007. She was invested as a Dame of the British Empire, the female equivalent of knighthood, and being presented the UNESCO Gold Medal Award in 2006. Besides being featured in numerous television documentaries, Dr Goodall has also published widely including the best-selling autobiography Reason for Hope.
Dr Goodall travels an average 300 days per year, speaking about the threats facing chimpanzees, other environmental crises, and her reasons for hope that humankind will solve the problems it has imposed on our planet. She continually urges her audiences to recognise their personal responsibility and ability to effect change. "Every individual counts," she says. "Every individual has a role to play. Every individual makes a difference."
For more information on JGI's work or JGI (Singapore), please visit http://www.janegoodall.org or http:// www.janegoodall.org.sg.
 26 May 2011
Professor Howard Gardner
John H. and Elisabeth A. Hobbs Professor of Cognition and Education, Harvard Graduate School of Education
MOE-CSC-NIE Lecture on "Creating the Mindful Leader for the 21st Century"
An effective leader creates a compelling narrative - a vision he builds, a vision he must embrace, a vision to inspire his people to strive towards. In today's dynamic environment where change is constant, what must a leader do to remain effective? What are the aspects of leadership that would need to evolve with time?
In this lecture, Gardner will discuss what it takes to be a leader in the 21st century. With globalisation and widespread use of new media, what would be some of the rising demands on our leaders? What are the challenges that our leaders will face? What are the opportunities for leaders to better engage and communicate with people? How do we turn the effects of globalisation to a leader's advantage?
About Professor Howard Gardner
Howard Gardner is the John H. and Elisabeth A. Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education. He also holds positions as Adjunct Professor of Psychology at Harvard University and Senior Director of Harvard Project Zero. Among numerous honors, Gardner received a MacArthur Prize Fellowship in 1981. He has received honorary degrees from 26 colleges and universities, including institutions in Bulgaria, Chile, Greece, Ireland, Israel, Italy, and South Korea. In 2005 and again in 2008, he was selected by Foreign Policy and Prospect magazines as one of the 100 most influential public intellectuals in the world.
The author of 26 books translated into 30 languages, and several hundred articles, Gardner is best known in educational circles for his theory of multiple intelligences, a critique of the notion that there exists but a single human intelligence that can be adequately assessed by standard psychometric instruments.
More recently, with long time Project Zero colleagues, Gardner has conducted reflection sessions designed to enhance the understanding and incidence of good work among young people. He is also investigating the nature of trust in contemporary society and ethical dimensions entailed in the use of the new digital media. For more information on Gardner's work, please visit http://www.howardgardner.com/index.html.
 12 -13 April 2011
Dr William Rothwell
Professor of Workforce Education and Development, Department of Learning and Performance Systems, Pennsylvania State University
HR Series Lecture and Workshop on "Excellent Organisational Outcomes Through Best People Practices"
About the Lecture
The business of an organisation is as much the business of HR, as HR is the business of the organisation's. What is the business case for HR, and why is it important for public sector organisations that HR Transformation take place? What is involved, and are we ready for this?
In this lecture, Dr William Rothwell will highlight the developments and trends of HR Transformation, its importance in enabling public sector organisations to achieve their goals, and the pieces which would need to be in place for a successful journey. Dr Rothwell will present key research findings on how organisational outcomes have been positively impacted through people practices and also examine why successful implementation is not more widespread. He will also be introducing tools and concepts for organisations to evaluate their readiness to embark on this journey of transformation.
About the Workshop
This workshop focuses on increasing the understanding of the role that HR and the line can play as effective business partners in achieving the goals of public sector organisations in Singapore --- through best people practices.
This interactive and practice-based session emphasises the application of concepts and tools outlined at the lecture, providing opportunities for HR practitioners and line managers in the public service to explore impactful relationships to meet and even exceed stakeholder expectations.
About Dr William Rothwell
William J. Rothwell, Ph.D., SPHR is Professor of Workforce Education and Development in the Department of Learning and Performance Systems at Pennsylvania State University. He leads a graduate emphasis in workplace learning and performance. He had 20 years of experience in the Illinois government and in business before becoming a college professor. He is also President of Rothwell & Associates, Inc.
Best-known for his extensive and high-profile consulting work in succession planning and talent management with organisations around the world, Dr. Rothwell is a frequent keynote speaker at conferences and seminars around the world. He has also authored and been involved with more than 60 books on HR topics, including the critically acclaimed Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, as well as Human Resource Transformation: Demonstrating Strategic Leadership in the Face of Future Trends.
 30 March 2011
Professor Robert D. Putnam
Malkin Professor of Public Policy, Harvard University
MCYS-CSC Social Strategy Lecture on "E Pluribus Unum: Diversity and Community in the Twenty-first Century"
The notion of social capital has been around for decades. Social capital refers to connections among individuals – social networks and the norms of reciprocity and trustworthiness that arise from them. Social capital creates value for the people who are connected and which can be a powerful asset, both for individuals and for communities. But building social capital could be challenging in a changing environment. Ethnic diversity is increasing in most advanced countries, driven mostly by sharp increases in immigration. In the long run immigration and diversity have important cultural, economic, fiscal, and developmental benefits. In the short run, however, immigration and ethnic diversity tend to reduce social solidarity.
In this lecture, Professor Putnam will discuss the long-term benefits and short-term challenges posed by immigration and diversity for social cohesion. He will also share his findings from the US that suggests that in ethnically diverse neighborhoods residents of all races tend to "hunker down." Political and social trust (even of one's own race) is lower, altruism and community cooperation rarer, friends fewer. In the long run, however, successful immigrant societies overcome such fragmentation by creating new, cross-cutting forms of social solidarity and more encompassing identities. Illustrations of becoming comfortable with diversity are drawn from the US military, religious institutions, and earlier waves of American immigration.
About Professor Robert D Putnam
Robert D Putnam is the Malkin Professor of Public Policy at Harvard, and Visiting Professor and Director of the Graduate Programme in Social Change, University of Manchester (UK). He has served as Dean of the Kennedy School of Government. He is a member of the National Academy of Sciences, the British Academy, the American Philosophical Society, and the American Academy of Arts and Sciences, and past president of the American Political Science Association. He was the 2006 recipient of the Skytte Prize, the most prestigious international award for scholarly achievement in political science.
He has written a dozen books, translated into twenty languages, including the best-selling Bowling Alone: The Collapse and Revival of American Community, and Better Together: Restoring the American Community, a study of new forms of social connectedness. His Making Democracy Work was praised by the Economist as "a great work of social science, worthy to rank alongside de Tocqueville, Pareto and Weber." Both Making Democracy Work and Bowling Alone rank among the most cited publications in the social sciences worldwide in the last half century.
Professor Putnam's most recent book, American Grace, co-authored with David Campbell of Notre Dame, focuses on the role of religion in American public life. Based on data from two of the most comprehensive national surveys on religion and civic engagement ever conducted, American Grace is a major achievement in the study of America's religious landscape.
24 March 2011
CSC-MFA-UNDP Book Launch on "Virtuous Cycles: Singapore Public Service and National Development"
"The Singapore public service has had, and will continue to have, its fair share of challenges. Some of the issues that we grapple with are not entirely dissimilar to those faced by other countries. We do not presume to have all the answers, but we hope that this book will be a meaningful contribution to the global conversation on how the public sector can best serve its people." Mr Peter Ong, Head of Civil Service, Singapore
Good governance is one of the key challenges of our times – for both developing and developed countries. In a highly globalised world, governments are faced with increasingly complex and cross-cutting issues, such as economic volatility, adverse demographic trends and climate change. The public service cadre of any country are critical not only for good governance but for the effective development and implementation of a range of national policies and programmes. These can, if these are well conceptualized, have positive multipliers with a significant beneficial impact on national development outcomes.
Public services in countries around the world have also had to confront new complex challenges and take on new roles to remain relevant in the 21st century. It is no longer sufficient for governments to formulate and implement policies in silos – the problems that face the public service today require effective engagement of citizens, as well as an integrated and adaptable public service that is able to anticipate and rapidly respond to changes in the global environment. With a more educated and vocal citizenry, savvy in the use of social media, public servants also find themselves under ever keener public scrutiny.
The Singapore public service has been regarded as one of the most effective bureaucracies in the world, because of its efficiency, low levels of corruption and capacity to adapt to a changing environment. Its contribution since independence to the success of Singapore is widely recognised.
In this context, this book on Singapore's public service governance experience, commissioned by the United Nations Development Programme and supported by the Civil Service College and the Ministry of Foreign Affairs, Singapore, is timely. It is hoped that the key lessons learnt from Singapore's public service story over the last four-and-a-half decades which are contained in this book will be a meaningful contribution to the global conversation on how the public service can best serve the people and national development in both developing and advanced industrial countries.
The launch event will start with opening remarks by Mr Kamal Malhotra, UNDP Resident Representative, Malaysia, Singapore and Brunei Darussalam, followed by the delivery of a keynote address by
Mr Peter Ong, Permanent Secretary, Ministry of Finance and Head of Civil Service, Singapore. The book will be presented by the author, Dr N. C. Saxena, a former senior civil servant with the Government of India and a member of India's National Advisory Council; its key findings will then be discussed in a panel discussion by him together with Prof Neo Boon Siong, Nanyang Technological University, Singapore and author of Dynamic Governance: Embedding Culture, Capabilities and Change, and Prof Adrian Leftwich, University of York, United Kingdom and author of States of Development.
About the Panelists
 Dr Naresh Saxena (Author)
Dr Naresh C. Saxena was a career civil servant with the Government of India (GOI) till 2002. He has served as Secretary for the Planning Commission (1999-2002) and Secretary for Rural Development (1997-99), GOI. He was Director of India's National Academy of Administration Mussoorie (1993-97), the premier national training and research centre for the Indian Administrative Service (IAS), of which he was also the Deputy Director during 1976-80. He is a member of India's National Advisory Council, chaired by Ms Sonia Gandhi.
Dr Saxena has published several books, of which the best known are: To the Hands of the Poor: Water and Trees, jointly with Robert Chambers and Tushaar Shah, 1989; India's Eucalyptus Craze 1993; Participatory Forest Management in India 1996; and Trends and Prospects for Poverty Reduction in Rural India, with John Farrington, 2001.
 Dr Adrian Leftwich
Dr Adrian Leftwich is a Fellow in the Department of Politics at the University of York in the United Kingdom. He is also the Research Director for the Developmental Leadership Program, an international program devoted to the understanding and promotion of developmental leadership and coalitions in developing countries. Dr Leftwich studied at the Universities of Cape Town and York and has published widely in the field of the politics of development, on developmental states, political analysis, and most recently on the role of leadership and elite coalitions in developmental processes.
Dr Leftwich has advised the Department for International Development (DFID) of the United Kingdom as well as the World Bank and the Australian Development Agency (AusAID) and has been active in the debates, research and policy discussions about fragile, failed and stable states. He has a particular interest in the centrality of political processes in shaping developmental outcomes and in the role of bureaucracy in this.
 Prof Neo Boon Siong
Neo Boon Siong is Professor and former Dean of the Nanyang Business School, Nanyang Technological University, Singapore. He has also taught at the Lee Kuan Yew School of Public Policy in the National University of Singapore, and is a Fellow of the Civil Service College and the Centre for Liveable Cities. He currently serves as Director on the Boards of OCBC Bank, Keppel Offshore and Marine Ltd, and J Lauritzen Singapore.
Prof Neo over the past thirty years has had varied experience in accounting and finance, information systems, strategy, research, business advisory and consultancy, management education, and corporate governance. He is a leading expert in business strategy, process management and organisational change. He has advised many major corporations, facilitated strategy workshops, and led management development programs for global enterprises. He has been described by the media as an expert in "advising on change," and "creative destruction".
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 26 November 2010
Mr Jörg Dietzel
Chairman and CEO Jörg Dietzel Brand Consultants
Lecture on "Branding Public Service"
There are some that think that branding is only for commercial enterprises. But the truth is that consumers and the public relate to brands in many areas, and in many ways – from a multinational company or non-government organisation looking to set up base in Singapore to a citizen balloting for a flat – branding is something the Singapore Public Service simply cannot ignore. The Singapore Public Service can use the power of branding to distinguish Singapore from its competitors in its bid to position Singapore as an excellent place to live, work, and play, and to attract talent and capital to its shores. Public sector organisations can also use branding to communicate to the public what they do and stand for. Successful election campaigns like U.S. President Barack Obama's 'Change' campaign have used brand positioning to achieve impact.
Targeted at policymakers, communications professionals and public officers, this seminar explores what makes a good brand and attempts to bust some myths about branding. It will highlight some best practices that governments/public sector organisations in various parts of the world have used in their branding efforts, and will include insights about the new Asian consumers and citizens, and some trends they have been following.
This seminar will also uncover the lessons that can be drawn for brands pertaining to the changes in consumer behaviour due to the recent global financial crisis. Eight practical branding tips for public sector organisations will round off the branding overview.
About Mr Jörg Dietzel
Jörg Dietzel has worked in branding and communication for more than 20 years, the last 10 of them in Asia. Over the years, he has worked with some of the world's biggest brands like Audi, FedEx and Visa. Currently he is running a brand consultancy with offices in Singapore, Jakarta, Hong Kong, China and Berlin. He is widely published and the author of "Create, Connect, Convince – Fundamentals of Advertising, Branding and Communication" (Marshall Cavendish Business 2008). He teaches classes on Strategic Brand Management and Promotional Management at the business schools of both National University of Singapore and Singapore Management University, and is the host of Channel NewsAsia's programme, "The Consultant", which looks at brands in Asia.
Lecture Notes
 11 May 2010
Dr Ron Haskins
Senior Fellow and Co-director of the Centre on Children and Families, Brookings Institution
MCYS-CSC Social Strategy Lecture on "Creating an Opportunity Society" (morning)
How can we create a society where abundant opportunities are accessible to all from differing backgrounds? What are the policy levers available to create an "opportunity society", where better societal conditions could support intergenerational economic mobility? What are the challenges involved, and how can governments better manage these challenges?
Drawing on his research and policy experiences on welfare issues, and based on his recent book titled "Creating an Opportunity Society" (co-authored with Isabel Sawhill), Dr. Ron Haskins will present research findings on inequality trends in the United States through an analysis on the American poor, middle class and the rich. Dr. Haskins will relate how successful policies and programs to create an opportunity society are contingent on the value of individual responsibility, and will further suggest strategic directions for "creating an opportunity society" by emphasizing the roles of family background, educational opportunity and the value of work in facilitating economic mobility.
Lecture Slides | Lecture Notes
MCYS-CSC Social Strategy Lecture on "Reviving the Family – The United States' Experience" (afternoon)
Demographic and social trends are changing the face of the family institution. Studies in developed societies have shown that declining fertility rates have been attributed to postponed childbearing, falling marriage rates and rising singlehood. In addition, with rising divorce rates, there are likely to be more single-parent and reconstituted families who may need support to stay resilient. Efforts towards population replacement and strengthening the family as an institution are key strategic concerns.
The United States is currently experiencing relatively high rates of family dissolution and lone-parenthood. There have been efforts to raise awareness and initiatives to promote family formation and healthy marriages, especially among low income and minority groups, for the well-being of families and children. The experience of the United States could be useful in envisaging the possible trajectory of developed countries, so that there will be greater awareness of the challenges and timely measures to further promote family formation and well-being could be put in place.
In this lecture, Dr. Ron Haskins will share strategies adopted by the United States government to revive the family as an institution. In particular, Dr. Haskins will provide insights from the efforts of the United States government and the federal and state initiatives implemented to promote family well-being. Dr. Haskins will also highlight the importance of family well-being for the overall development of the child.
Lecture Slides | Lecture Notes
About Dr Ron Haskins
Ron Haskins is a Senior Fellow in the Economic Studies Program and Co-director of the Center on Children and Families at the Brookings Institution, a non-profit, public policy organisation; and senior consultant at the Annie E. Casey Foundation in Baltimore. A former White House and congressional advisor on welfare issues, Ron Haskins served as U.S. President Bush's senior advisor on welfare policy in 2002 and was an instrumental figure in welfare reform programmes in 1996 under the Republican Congress and the Clinton administration. His areas of expertise include welfare reform, child care, child support enforcement, family composition and marriage, child protection and budget issues. Ron Haskins is a senior editor of The Future of Children, a journal on policy issues that affect children and families. He has also co-edited several books, including Welfare Reform and Beyond: The Future of the Safety Net (2002), The New World of Welfare (2001) and Policies for America's Public Schools: Teachers, Equity, and Indicators (Ablex, 1988), and is a contributor to numerous books and scholarly journals on children's development and social policy issues.
In 1997, Haskins was selected by the National Journal as one of the 100 most influential people in the federal government. In 2000, he received a Lifetime Achievement Award from the Federal Office of Child Support Enforcement; and in 2005 he received the President's Award for Outstanding Contributions to the Field of Human Services from the American Public Human Services Association.
 MEWR-CSC Environmental Experts Series Lecture on "Energy Independence: What Can We Learn From History and How Can We Achieve It?"
6 May 2010
Dr Jay Hakes
Director, Jimmy Carter Presidential Library and Museum Former Administrator, Energy Information Administration, U.S. Department of Energy
The Arab oil embargo in 1973 - 74 led the Americans to realise that they have to pay a high price for energy in the future if they continue to be heavily reliant on imported oil. During the embargo, the phrase – Energy Independence - was conceived. Subsequently, however, efforts to drive greater efficiency and lower dependence on fossil fuels went on a backburner with low energy prices in the 1980s.
Energy Independence does not mean zero oil imports. Instead, Energy Independence refers to enhanced energy security, an objective which can be achieved through the use of alternative fuels, the adoption of energy taxes and energy conservation. As a resource-scarce and alternative energy-disadvantaged country, Energy Independence in terms of enhanced energy security is an important element in ensuring Singapore develops sustainably.
In this lecture, Dr Jay Hakes will provide learning points drawn from federal energy policies in the U.S., as well as offer his insights on approaches to achieve Energy Independence. He will also share with us the role of government in catalysing the shifts in consumer behaviour required to cope with challenges such as climate change and aspirations for a higher quality of life than what we enjoy today.
About Dr Jay Hakes
Dr Jay Hakes is the author of A Declaration of Energy Independence (John Wiley & Sons, 2008) – a book that takes a new look at the development of U.S. energy policy and offers suggestions on how to lessen dependence on foreign oil. The book is based on extensive research in presidential archives, a reassessment of historical energy data, and an evaluation of the current policy and technology options available.
He has held a number of government positions related to energy – including Assistant to the Secretary of the U.S. Department of Interior, Director of the Florida Governor's Energy Office, and Administrator of the Energy Information Administration (EIA) – the data and analytic arm of the U.S. Department of Energy. EIA is well known throughout the world for the vast amounts of information available on its web site.
A political scientist by training (Duke University PhD), Hakes tries to integrate the perspectives of science, economics, history and politics throughout his work. He has testified on energy matters before congressional committees on more than 25 occasions. He has been cited many times in the national media as an energy expert, and is a popular speaker on university campuses and other venues.
Additional information can be found on his web site: www.jayhakes.com
 Lecture on "Political and Media Developments in China Today"
23 April 2010
Dr Shih Hui Min
Former Senior Vice President of MediaCorp Singapore
In China, "Guanxi" (relations) is no longer the sole and ultimate element to ascendency and profit. Knowledge, paired with guanxi, has become the key factor to success. What knowledge of the Chinese political and media arenas is crucial when working with the Chinese media?
In this lecture, Dr Shih Hui Min, former Senior Vice President of MediaCorp Singapore, will discuss China's political structure and command-chain within Chinese media organizations. She will share her knowledge and experience of the Chinese media, with consideration of Chinese political and media management mentalities, the philosophy and approaches to media management, and the bottom line for China media organisations. She will also examine the "Chaiwan" effect, and its potential impact on Singapore and other Asian nations.
About Dr Shih Hui Min
Dr Shih Hui Min has enjoyed a corporate career spanning over 25 years as a Senior Vice President of MediaCorp Singapore, with her experiences ranging from print media, to TV and Radio sectors. She graduated from Tsinghua University Beijing with a doctorate major in Journalism and Mass Communication, and went on to obtain double Masters degrees in media and business management from the National University of Singapore and the Nanjing University China respectively, specialising in organisational behavior, and media marketing and management. Dr Shih is currently the managing director of a media consultation firm.
 MCYS-CSC Social Strategy Lecture on "Doing Good Together: Government and the Social Sector" (afternoon)
16 April 2010
Mr Geoff Mulgan
Director, Young Foundation (U.K.) Former Director, Strategy Unit, and Head of Policy, Prime Minister's Office (U.K.)
Social sector organisations (which include voluntary welfare organisations, charities, social enterprises, cooperatives and other people sector organisations) are growing in importance in many countries as they create much-needed social good for societies. While the government provides resources, oversees regulation and provides policy direction to maximise the potential of the sector, social sector organisations provide access to community support for the needy, help the disadvantaged and engage people in worthy causes. With social and community issues becoming more complex and interconnected between public, people and private spheres, there will be increasing inter-dependence among these sectors. Governments and the social sector will have to look for innovative and sustainable ways of partnership to do more good, do it better, and maximise the benefits to society.
Dr Geoff Mulgan, Director of the Young Foundation (U.K.), and former Director of the Strategy Unit and Head of Policy in the U.K. Prime Minister's Office, has extensive experience in policy and practice in the United Kingdom, and has consulted with voluntary sectors across countries. He will share his insights on how governments and the social sector can work together to maximise the potential of partnership. The lecture will outline the challenges involved, as well as strategies to enhance the partnership between government and the social sector. Dr. Mulgan will also offer his views on the steps which could be taken to improve the environment within which partnership can take place, so as to strengthen communities and support conditions for a vibrant third sector. This lecture is targeted at Div 1 officers.
About Mr Geoff Mulgan
Mr Geoff Mulgan has been Director of the Young Foundation since late 2004. Between 1997 and 2004 Geoff had various roles in the UK government including Director of the Government's Strategy Unit and Head of Policy in the Prime Minister's office. Before that he was the founder and director of the think-tank Demos. He has also been Chief Adviser to Gordon Brown MP; a lecturer in telecommunications; an investment executive; and a reporter on BBC TV and radio. He is a visiting professor at LSE, UCL and Melbourne University, a board member of the Work Foundation, the Health Innovation Council and the Design Council, and chair of Involve. He is chairing a Carnegie Inquiry into the Future of Civil Society in the UK and Ireland. He is also a part-time adviser to Prime Minister Kevin Rudd in Australia.
His most recent book is 'The Art of Public Strategy: mobilising power and knowledge for the common good' (OUP, 2009). Other books include Good and Bad Power: the ideals and betrayals of government (Penguin, 2006) and Connexity (Vintage and Harvard Business Press, 1998).
Lecture Notes
For more information about the morning lecture click here
 Seminar on International Organisations and Singapore: Unlikely bedfellows or true opportunities for growth and cooperation?
14 January 2010
Ms Siva Kumari
Regional Director, International Baccalaureate (IB)
And panelists including representatives from International Organisations
Programme Office (IOPO), IB, United World College and ACS International
Ms Siva Kumari joined the International Baccalaureate (IB) as Regional Director of the Asia Pacific office in April 2009 bringing substantial leadership experience and sterling academic credentials. As Regional Director, Kumari plays a pivotal role in driving the growth of the IB in this increasingly dynamic region which currently spans 20 countries with a mix of national and international schools. Backed by an experienced and knowledgeable team, Siva has identified three areas of focus: providing exemplary service for both evaluation and authorization, offering professional development and strengthening recognition efforts to ensure that IB programs are understood by universities wherever students seek post-IB education.
Siva's last position was as Associate Provost for K-12 Initiatives at Rice University in Houston, Texas, USA where she first started in 1994. She was Associate Dean in the School of Continuing Studies while there. Siva has received critical acclaim for her work; winning several national and regional awards for her work in this School where she grew the professional development programs into the largest program in the country and vastly expanded the portfolio of the division into a significant department. Projects initiated by Kumari have successfully received competitive funding from state and federal governments, private and corporate local and national foundations. In 2002, she created the Advanced Placement Digital Library for teachers and secured funding from the National Science Foundation. She also served two terms as the chair of the National Science Digital Library annual meetings. She has regularly presented her work at national meetings. Kumari has voluntarily served on boards, national and international advisory committees and conference committees for various associations.
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 MEWR-CSC Environmental Experts Series
Economics and the Environment
10 July 2009
Dr James Sweeney
James L. Sweeney, of Stanford University, is Director of the Precourt Energy Efficiency Center; Professor of Management Science and Engineering; Senior Fellow of the Stanford Institute for Economic Policy Research; Senior Fellow of the Hoover Institution on War, Revolution and Peace; and Senior Fellow of the Stanford Institute for International Studies. His professional activities focus on economic policy and analysis, particularly in energy, natural resources, and the environment.
At Stanford, Dr Sweeney has served as chairman of the Department of Engineering-Economic Systems, chairman of the Department of Engineering-Economic Systems and Operations Research, Director of the Energy Modeling Forum, Chairman of the Institute for Energy Studies, and Director of the Center for Economic Policy Research (now the Stanford Institute for Economic Policy Research). In the early 1970s, he was Director of the Office of Energy Systems Modeling and Forecasting of the US Federal Energy Administration. He was a founding member of the International Association for Energy Economics, co-editor of the Journal Resource and Energy Economics, and vice-president for publications of the International Association for Energy Economics. He is a Senior Fellow of the US Association for Energy Economics and a Fellow of the California Council on Science and Technology. He is on the National Advisory Council of the National Renewable Energy Laboratory and a member of Governor Schwarzenegger's Council of Economic Advisors.
Dr Sweeney holds a BSc from MIT in Electrical Engineering and a PhD from Stanford University in Engineering-Economic Systems.
 Population Planning in a Low Fertility, High Migration, Rapidly Aging Demographic Regime
13 January 2009
Professor Paul Cheung (in collaboration with the National Population Secretariat)
Professor Paul Cheung, a national of Singapore, is the Director of the United Nations Statistics Division (UNSD), Department of Economic and Social Affairs at the United Nations Headquarters in New York. In this role, he facilitates the development of the global statistical system and coordinates the work of the United Nations Statistical Commission. He oversees a programme of work that includes the development of international statistical standards, dissemination of global statistical data, provision of technical advice to member states in the development of national statistical systems, coordination of international statistical activities, and the delivery of programme support to the UN System on all statistical matters.
Prior to his appointment, Prof Cheung has served as Chief Statistician of the Government of Singapore (1991-2004). In this role, he has been the National Statistical Coordinator as well as the Chief Executive of the Singapore Department of Statistics. Prof Cheung served as President of the International Association of Official Statistics, (2001-2003). He was the past Chairman of the Governing Board, Statistical Institute of Asia and the Pacific (UN-SIAP), the Chair of the UNESCAP Committee on Statistics, as well as Chairman of the Regional Advisory Board of the Asian Development Bank's International Comparison Program for Asia and the Pacific.
Prof Cheung is well known in the Asia and the Pacific region for his pioneering research in the fields of manpower, population, social planning and official statistics. He has written widely in his areas of research. Amongst the national and professional awards Prof Cheung received: the Von Neumann-Spallart Medal awarded by the International Institute of Statistics (1999); The Public Administration Medal (Gold) 'Pingat Pentadbiran Awam' awarded by the President of the Republic of Singapore (2001); and the Honorary Doctorate Degree by the National University of Mongolia (2008).
See Lecture Notes
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The Banking System and The Financial Crisis: An Economic and Risk-based Analysis
21 November 2008 and 1 December 2008
Mr Lam Chuan Leong
Over the last two months, markets around the world have witnessed tremendous turmoil, including a near collapse of the banking system in the West. Developments were so sudden and unprecedented that they led to interventions by Western market-based governments and even questions whether the free market system can remain viable. The crisis in the banking sector has set off chain reactions in the global economy, and the adverse effects will continue to be felt in the months and the year ahead. While the American and European economies are amongst the hardest hit, Asia's export-oriented economies are also at risk. Indeed, the scale and extent of the events that unfolded since the bursting of the sub-prime bubble in August 2007 have taken the world by surprise. In the wake of the financial crisis, Singapore has entered a technical recession, following two consecutive quarters of quarter-on-quarter contractions in economic output.
Mr Lam Chuan Leong, who is Senior Fellow at the Civil Service College, discussed the origins of the sub-prime and subsequent liquidity crisis, the outlook for the global economy in the medium term and the possibility of a deep global recession. He explained the inter-relationships within the banking system, how it creates money, and significant concepts like toxic assets, bank recapitalisation and derivatives (especially collateralised debt obligations or CDOs). The lecture also examined the role of financial regulation and government intervention in this crisis as the US and European governments and central banks inject more than a trillion dollars into their economies to compensate for the withdrawal of private credit. In conclusion, Mr Lam, through the lens of managing complexity and uncertainty, shared how governments and individuals can respond to the current crisis, and the relevance and value of risk-based analysis.
See Lecture Notes
 The Myth of the Rational Voter: Why Democracies Choose Bad Policies
18 November 2008
Associate Professor Bryan Caplan
"Voters are worse than ignorant, they are, in a word, irrational – and they vote accordingly." This is Associate Professor Bryan Caplan's key thesis in his recent book The Myth of the Rational Voter: Why Democracies Choose Bad Policies (Princeton University Press, 2007). Caplan argues that democracies frequently adopt and maintain policies that are economically damaging. This runs contrary to the idea of the "wisdom of crowds" or the "miracle of aggregation" which states that when votes are aggregated, a minority of well-informed voters can lead to optimal decisions/guesses even if the majority of the voters are ignorant and vote randomly.
Based on responses to the Survey of Americans and Economists on the Economy, Associate Professor Caplan identified four systematic biases of voters. First, voters do not understand the benefits of markets and how the pursuit of private profits yields public benefits: they have an anti-market bias. Second, they underestimate the benefits of interactions with foreigners: they have an anti-foreign bias. Third, voters equate prosperity with employment rather than productivity: they have a make-work bias. Last, they tend to think economic conditions are worse than they are: they are biased toward pessimism. He suggests relying more on markets and less on democracy, and advocates improving economic literacy among the populace to reduce these systematic biases.
Bryan Caplan is an Associate Professor in the Department of Economics, Center for Study of Public Choice, and Mercatus Center, at George Mason University. He is the author of The Myth of the Rational Voter: Why Democracies Choose Bad Policies (Princeton University Press, 2007), which was named "the best political book this year" by the New York Times and a "Best Book of 2007" by the Financial Times. A self-professed libertarian, Associate Professor Caplan has won the First Place Article prize in the Templeton Enterprise Awards and the Thomas S. Szasz Award for Outstanding Contributions to the Cause of Civil Liberties. His current project is a new book, Selfish Reasons to Have More Kids. See Lecture Notes
 Supplying Energy Through Greater Efficiency
19 September 2008
Dr Alan Meier
Many studies show that over 30% of present electricity use can be saved economically. But why aren't consumers making these investments? Many barriers discourage investments in energy efficiency. As a result of market failures and other barriers, there is significant underinvestment in energy efficiency. Actions by governments and other groups can address these market failures and reduce the barriers to greater energy efficiency. Higher energy prices also create space for new, profitable business opportunities. Dr Meier, a senior scientist in the Energy Analysis Department at the Lawrence Berkeley National Laboratory, provided insights on how governments can make sensible investments in energy efficiency and capture opportunities to increase energy productivity. See Lecture Notes
 Fostering a National Innovation Ecosystem: Lessons for Singapore from the US Experience
25 August 2008
Dr Charles Wessner
Dr Charles Wessner, Director of Technology, Innovation and Entrepreneurship at The National Academies of Sciences, USA and a well-known policy expert on technology and innovation in the US, focused on policy recommendations for fostering a conducive national innovation ecosystem. Dr Wessner discussed the policy myths and market realities of the US innovation ecosystem, and distilled lessons for policymakers in Singapore, which included an examination of the role of government, and how it can partner universities and industry effectively to encourage research and innovation. Dr Wessner also shared best practices and lessons from the innovation experiences of other countries. See Lecture Notes
 ESRN
Lunch Forum "Targeting That Works: Enhancing Efficiency
and Fairness"
(co-organised with the Ministry of Community Development,
Youth and Sports)
20 March 2008
Professor Richard Zeckhauser (Lee Kuan Yew School
of Public Policy Distinguished Visitor)
Governments face increasing pressure to
do more to improve the conditions and opportunities of disadvantaged
and low-income individuals through social programmes. Often,
the effectiveness of these social programmes requires better
targeting of scarce government resources to the people who
will benefit most from the programmes. Targeting aims to enhance
both efficiency—maximising social benefits per unit
of cost—and fairness—directing resources to those
who need them most. However, targeting also means that resources
will be diverted from those whose participation in the programme
imposes significant costs on others and those who benefit
less from the programme. This is why targeting is fraught
with political risk and difficulty.
In his ground-breaking book, Targeting
in Social Programs: Avoiding Bad Bets, Removing Bad Apples,
KSG Harvard Professor
Richard Zeckhauser defines bad bets as those individuals
who are unlikely to benefit much from the social resources
channeled to them, and to whom resources should be channeled
differently. An example is the older person who suffers from
a chronic illness receiving subsidised and costly medical
treatment at a hospital (as opposed to him receiving care
in a step-down facility). He defines bad apples as individuals
whose irresponsible behaviour imposes significant costs on
others in the programme and marks them unsuitable as beneficiaries.
Welfare abuse and fraud are a good example of bad apples.
In the lunch forum, Prof Zeckhauser discussed
the pathologies that commonly account for poor targeting in
social programmes, different approaches in targeting, and
ways to improve targeting in social programmes. See
Lecture Notes
 Country Outlook Seminar: Sustaining Growth, Realising Potential
27 March 2008
Mr Gurcharan Das
Once shackled by dirigiste policies that accounted for what was derisively known as the "Hindu rate of growth", India has now embraced globalisation and free-market policies that have transformed it into one of the world's fastest growing economies, alongside China. India's growth model, however, is a unique one. Unlike the Asian economies, India's growth is not export-driven but relies largely on domestic consumption. Growth is also not broad-based, accompanied by a labour-intensive industrial revolution, which could absorb the tens of millions of Indians still trapped in rural poverty; instead, it is led by high-tech services. Neither has India had the agricultural productivity increases that industrialised countries have had in the past.
India's growth has taken place in spite of the state, whose policies have not kept pace with the booming private sector. Although the government embarked on a series of economic reforms in the 1980s, which intensified after 1991, Indian entrepreneurs still face a range of obstacles, such as stringent labour laws and indirect taxes. Poor governance has also led to the failure of the state in the provision of public goods such as education, health care, clean drinking water and basic infrastructure. Indians are increasingly forced to turn to the private sector where the state has failed while the bloated and inefficient public sector continues to be a major drag on growth. But the state cannot merely withdraw. Markets do not work in a vacuum; they need a network of regulations and institutions. The state will also have to grapple with the socio-economic challenges that come with rapid change, such as regional growth disparities and sharpening income divides, which could threaten social harmony and political stability.
Mr Gurcharan Das, author of international bestseller India Unbound, spoke about the long-term sustainability of India's spectacular economic growth and offered his take on what the state needed to do to maintain the growth momentum and handle the developmental challenges arising. See Lecture Notes
Experimental Economics: Implications on Public Policy
13 March 2008
Professor Vernon L. Smith
Professor Vernon L. Smith, together with his colleagues Professor Stephen Rassenti and Associate Professor Bart Wilson, shared how insights drawn from experiments in Experimental Economics have had a profound influence on public policy debates, and how the lessons drawn can help us mitigate the law of unintended consequences. See Lecture Notes
Vernon L. Smith is currently Professor of
Economics and Law and a research scholar in the Economic Science
Institute at Chapman University, California. Professor Smith
received the Nobel Prize in Economics in 2002 for his work
in experimental economics. By devising markets and electronic
trading systems, with actual participants as market actors,
Professor Smith established a means of helping researchers
better understand why different markets work the way they
do. His groundbreaking work has led to an explosion in the
application of laboratory experimental methods. Volumes of
experimental papers are being published each year, and the
number of laboratories is rapidly growing around the world.
 Seminar
on Ageing, Innovation and Policy
9 January 2008
Dr Joseph F. Coughlin
A rapidly ageing population
is often seen as a problem that societies must overcome. Yet,
this very same trend can be an opportunity. To see it as such,
policymakers need to understand the changing profile of this
fast-growing segment of the population. The ageing baby boomers
of today are already quite unlike the elderly of previous
generations. They are wealthier, healthier and better educated,
and they have higher expectations and more sophisticated demands.
By changing their mindset and attitudes towards the elderly,
policymakers can be creative – both in designing innovative
policies to cater to their needs, and in seeing, and seizing,
the opportunities that an ageing population may create.
In this seminar, Professor Joseph Coughlin,
Director and Founder of Massachusetts Institute of Technology's
AgeLab and an expert in the field of ageing, shared his insights
on disruptive demographics, how to come up with innovative
policies and products and deliver them well, and how countries
may overcome obstacles that reduce the effectiveness of innovative
policies and technologies. See
Lecture Notes
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 Country
Outlook Seminar on India's Foreign Policy
26 November 2007
Mr Rajiv Sikri
India has greatly changed
in the last decade and a half. It has been growing at an impressive
rate, but its economic prosperity cannot be sustained within
the framework of an autarkic model of development. Globalisation
affects not only India's economic development, but its
foreign policy too. While the changing values of the Indian
middle class and the influence of the Indian Diaspora are
altering Indian society and the Indian ruling elite's
world view, the complexity of India's democratic polity
creates uncertainties and necessitates compromises.
The ongoing vociferous debate over the India-US
nuclear deal, which has created a domestic political controversy
in India, indicates that foreign policy has become a matter
of widespread public and political interest within India.
Good relations with the US are extremely important for India,
but India will also have to see how its growing partnership
with the US affects its other vital relationships. One of
India's biggest challenges will be to find the right
balance between its relations with the US and China, a difficult
neighbour with which India shares an unsettled border.
In this seminar, Mr
Rajiv Sikri, former Secretary (East) of India's
Ministry of External Affairs, and currently Consultant at
the Institute of South Asian Studies (ISAS), shared his insights
on how globalisation and other forces are affecting India's
foreign policy orientation, and the prospects for the India-US-China
triangular relationship. The seminar was chaired by Mr See
Chak Mun, Singapore's former High Commissioner to India and
currently Senior Advisor, Ministry of Foreign Affairs.
 A
View from Shell: The Future of the Energy Industry
16 November 2007
Dr Cho-Oon Khong and
Dr Peter Snowdon
The two Shell scenario planners
used the insights derived from developing Shell's Global Scenarios
2025 to highlight the driving forces and deep-rooted structural
change taking place in the energy system. They articulated
some hard truths about our energy future that must be tackled
together, to meet the future challenges of more energy, secure
energy and responsible energy. See Lecture Notes
 Intrinsic
Motivation
2 November 2007
Professor Bruno S. Frey was
in Singapore as the Ministry of Trade and Industry's
Distinguished Visiting Speaker. The Centre held a special
roundtable on Intrinsic Motivation featuring Professor Frey
for invited guests. Professor Margit Osterloh, who co-wrote Successful Management by Motivation with Professor
Frey, also contributed to the discussion.
Professor Bruno S. Frey was a Professor
of Economics at the University of Constance before taking
on the appointment of Professor of Economics at the University
of Zurich in 1977. He is currently Head of the Chair of Economic
Policy and Non-Market Economics in the Institute for Empirical
Research in Economics, University of Zurich. A leading researcher
and thinker in the field of welfare economics, he co-founded
the Centre for Research in Economics Management and the Arts
(CREMA) in Switzerland, of which he is Research Director.
He is the author of numerous articles in professional journals
and books, including Not Just for the Money (1997),
Economics as a Science of Human Behaviour (1999),
Arts & Economics (2000), Inspiring Economics (2001), Successful Management by Motivation (with
Margit Osterloh, 2001), Happiness and Economics (with
Alois Stutzer, 2002) and Dealing with Terrorism
– Stick or Carrot? (2004).
Implications
of Shi'a Assertiveness & Sectarian Tensions in Iraq
2 February 2007
Professor Amin Saikal is
Director of the Centre for Arab and Islamic Studies (The Middle
East & Central Asia) and Professor of Political Science
at the Australian National University.
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Singapore's Success: Engineering Growth
16 November 2006
Dr Henri Ghesquiere was Director of the IMF-Singapore Regional Training Institute
(2004 - 2005). He served on the staff of the International Monetary
Fund during 1978 - 2005.
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