MANAGING CLIENT RELATIONSHIPS IN THE PUBLIC SECTOR

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MANAGING CLIENT RELATIONSHIPS IN THE PUBLIC
SECTOR

• Every kind of peaceful cooperation among men is
  primarily based on mutual trust and only
  secondarily on institutions such as courts of
  justice and police.
• Albert Einstein (1879 1955)

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MANAGING CLIENT RELATIONSHIPS IN THE PUBLIC
SECTOR

• Introduction
• my relationship management experiences
• a changing public service
• trust and relationship management
• values based management
• academic evidence

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MANAGING CLIENT RELATIONSHIPS IN THE PUBLIC
SECTOR

• My relationship management experiences
• Child Support Agency, ATO
• goal displacement (stats over rapport)
• Small Business, ATO
• introduction of responsive regulation
• organisational blockers (culture of distrust)

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MANAGING CLIENT RELATIONSHIPS IN THE PUBLIC
SECTOR

• A changing public service
• bureaucracy and rationality
• be more like private enterprise

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MANAGING CLIENT RELATIONSHIPS IN THE PUBLIC
SECTOR

• Trust and relationship management
• defining trust (rational and relational)
• whats trust got to do with the public service?

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MANAGING CLIENT RELATIONSHIPS IN THE PUBLIC
SECTOR

• Values based management
• social bonds/a sense of connection
• rational AND relational
• managing morally

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MANAGING CLIENT RELATIONSHIPS IN THE PUBLIC
SECTOR

• Evidence of the value of trust
• people have three expectations
• distributive and procedural justice
• harmony and security trust norms
• the basis of trust in organisations is
  relational
• relational trust is also built in the workplace

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MANAGING CLIENT RELATIONSHIPS IN THE PUBLIC
SECTOR

• Conclusion
• organisational culture affects trust
• listening, showing care builds trust
• not blind trust but authentic trust
• trust is both rational and relational
• trust builds trust distrust builds distrust