Public-service values and ethics: Dead end or strong foundation?

In the Winter 2004 issue of this journal, John Langford pronounced a negative verdict on the concern for public-service values, which has been a feature of public-service reform over the past decade. This article reconsiders Langford's arguments. It suggests that public-service renewal requires ongoing attention to public-service values but also a widening of perspectives. It is now necessary to give more attention to the organizational, professional and institutional conditions for sound individual behaviour. Renewed attention to public-service values did not seek to supplant traditional approaches to individual decision-making but rather to re-frame them, grounded in the principles without which they cannot make sense of the world. The research literature on values and ethics contradicts the critique's main contentions. The critique is also based on a mistaken premise, false dichotomies, and inadequate and contradictory assumptions about the nature of individual decision-making. Three points that are useful contributions to the ongoing dialogue on public-service values and ethics are noted. But an individual perspective must now be augmented by a focus on organizational performance. Far from being a "dead end," public-service values remain the strong foundation - the only possible foundation - for the public service of the future.