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PP5204: Evolving Practices of Governance in Singapore
(AY2013/14, Semester 1)
Peter Ho
Former Head of Singapore Civil Service
peterho@mfa.gov.sg
Donald Low
Senior Fellow and Assistant Dean (Research Centres)
sppdlht@nus.edu.sg
Synopsis
Writing in The New York Times, Thomas Friedman encouraged policymakers to emulate the prevailing attitude in Singapore of "taking governing seriously and thinking strategically". This module is a critical examination of the basis and implications of such a claim, focusing on features of governance in Singapore that may be viewed as unique. We will explore the efficacy, desirability and sustainability of the Singapore system of governance, in the context of significant economic, social and political changes. We will also study how Singapore’s "paranoid government" tries to manage risks amid increasing complexity and volatility in its operating environment. This module is team-taught by two former Singaporean civil servants, including the former Head of Civil Service.
Learning Outcomes
This module aims to:
Provoke students to examine and reflect – through the lens of Singapore’s experience – some influential theories and models of governance, in terms of organisation, beliefs, principles and practices, the application of economics thinking, decision-making and leadership, and public participation.
Help students understand the key features of governance in Singapore, what works and what does not, and their strengths and limits.
Train students to think in a dialectical way, engaging theory and practice not as neat and separate realms but as modes that relate to each other in productive tension.
Give students some working knowledge of approaches and methods for understanding and dealing with risks and complexity.
Teaching Modes
The sessions will be conducted as a mix of short lectures, small-group discussions, case learning and structured debates.
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Schedule 15 August
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Governance in Singapore: What makes governance in Singapore different and how is it changing? (DL)
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22 August
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The organisation of governance (PH)
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29 August
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Principles of governance 1: Vulnerability, Exceptionalism and Meritocracy (DL)
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5 September
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Systematic approaches to managing risks and complexity: scenario planning and horizon scanning (PH)
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12 September
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Principles of governance 2: Economic Rationalism, Pragmatism and Social Engineering (DL)
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19 September
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The Behavioural Revolution in Economics, Decision-making and Leadership (DL)
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21 September
(9.00 am – 12.00 pm)
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An Introduction to Organisation Behaviour (DL)
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3 October
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Public Participation and the (changing) political and socioeconomic context 1 (DL)
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10 October
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Public Participation and the (changing) political and socioeconomic context 2 (DL)
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16 October
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Student Consultations
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19 October*
(9.00 am – 12.00pm)
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Key Concepts in Complexity Thinking (PH)
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24 October
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Complexity, Policy Entrepreneurship and Leadership (PH)
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31 October
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Student Presentations
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7 November
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Student Presentations
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* Rescheduled class for Week 9