Governance in motion: How to combine steadfastness with responsiveness
Recap introduction lecture
The Dutch polder model has provided stability and administrative calm for many years, but is it still resilient enough to withstand the dynamics of today, or is it ‘too rigid’?
Leadership choices and their influence on society
The world is changing rapidly due to globalisation, climate challenges, and political fragmentation. Leaders must navigate between stability and flexibility to remain effective.
This complex challenge is central to Arco Timmermans’ introductory lecture Governance and Advising. The lecture opens with The Allegory of Good and Bad Government by Ambrogio Lorenzetti. Timmermans: ‘The original hangs in the Palazzo Pubblico in Siena, but I also have a copy in my office.’ The famous fresco illustrates how leadership influences society: good governance brings prosperity and stability, while bad governance leads to chaos and uncertainty. Effective governance requires more than just consensus and compromise; it also demands adaptability and strategic insight. Timmermans: ‘The traditional polder model no longer aligns with today’s governance dynamics; it needs to be refreshed.’
Balance between stability and flexibility
The traditional polder model, which centres on dialogue and consensus, has greatly benefited the Netherlands. However, this model is increasingly under pressure due to rapid societal changes and complex interest trade-offs. Leaders must safeguard long-term goals while remaining flexible to current developments. The challenge is to stay on course without rigidity. Timmermans explains: ‘Leaders must not only be steadfast but also responsive to changes.’
The nitrogen crisis illustrates the tension between scientific necessity and the conflicting interests of farmers, industry, and environmental organisations.
The housing market also embodies this dynamic: rising prices and a shortage of new supply clash with stricter environmental requirements, posing challenges for both citizens and developers. Leaders must bridge these contradictions and adapt policy without falling into political stagnation.
Building and maintaining trust
Good governance is about performance, but it begins with building and maintaining trust between citizens, stakeholders, and leaders. Trust is established when leaders communicate transparently and consistently, and effectively manage complex interests. Timmermans emphasises: ‘Good governance requires both steadfastness and responsiveness. In an increasingly complex environment, it is a challenge for leaders to find this balance.’ Good governance is not a given; it requires a resilient system and professionals who can operate effectively at the intersection of the internal world of government and the external environment of citizens, businesses, and societal organisations. Professional skills for governance and advising must constantly be tested and adapted to the changing society.
Public governance under pressure
The formation and implementation of policy in the Netherlands are becoming increasingly complex and vulnerable. More and more players are involved, they differ significantly, and they push and pull on issues and priorities. The organisational memory of the government is under pressure due to information problems, career changes, and shorter terms of office for elected officials and leaders. Policy and legislation are under time pressure, and there is less room to think through choices before they are made and implemented. Leaders must understand the complexity of society to make choices that will also work in the long term.
The future of strategic governance
Strategic governance requires flexibility without losing the core principles of good governance. This demands policymakers who can adapt quickly, and at the same time are able to keep an eye on long-term goals. The polder model remains valuable, but it requires a contemporary approach where both stability and agility are central.
The role of strategic advice
Strategic advice plays a crucial role in effective public governance. Public affairs and stakeholder management are becoming increasingly important in influencing policy and managing relationships between government and societal actors. Professionals in the public sector must be reliable and steadfast, but also flexible enough to adapt to the changing dynamics of the political and societal landscape.
Public affairs is essential in this, as influencing policy and the societal position and reputation of players is central. These are lobbying parties, idealists, societal advocates, and activists, while on the ‘receiving end’ of public governance are political and civil service policymakers, implementers, and regulators. Professionals in the public sector must be reliable and steadfast and be able to respond to the complex political and societal dynamics.
Want to make an impact in public governance?
Governance and Advising (MSc) provides the skills to think strategically and apply knowledge to complex governance challenges. Through practice-oriented analyses and case studies, you will learn to navigate effectively in the evolving political and governance landscape.
Management Public Sector >>This lecture took place during the Leiden University Academy Week.