Combating Corruption Effectively in Asia and Beyond:What Will It Take?

June 2010

Scott A. FritzenVice-Dean and Associate Professor,

Lee Kuan Yew School of Public Policy National University of Singapore

Overview

• The satellite view: Three uneasy propositions about the fight against corruption

• The helicopter view: Working in systems to change systems

• The view from the trenches: Managing the process of change

1. The satellite view (from space):

Three uneasy propositions about fighting corruption

• Diffusion without convergence

• Political will without progress

• Progress without satisfaction

c. Progress without Satisfaction

Degree of Systemic Corruption

high

low

Time5 years 10 years 15 years

Citizen apathy regarding corruption

high

low

Time5 years 10 years 15 years

Citizen apathy regarding corruption

high

low

Time5 years 10 years 15 years

Degree of Systemic Corruption

high

low

2. The ‘Helicopter’ View:How do you change a system while working

within the system?

‘Government’ is shifting to ‘Governance’…

Government Private ‘People’

International

National

Intermediate

Local / community

Despite this, ‘Government’ is more important than ever…

…but we have to think in new ways about critical capacities.

Analytical role:

Prioritizing and analyzing emerging problems, Finding solutions that can work

Problem- solving

A ‘strategic triangle’ of capacities needed in the new environment

Example: Diagnosing corruption risk in the public sector

• Corruption risk = Discretion + Monopoly - Accountability

or…

C = D + M - A

Manager’s role:

Execution: Bridging the policy-implementation gap

Making course corrections

Operational Capacity

Political management role:

Building viable coalitions across minimum necessary time frame

Moderating and channelling conflict

Support &Political feasibility

Capacity

Mission

Support

Goal: Expand the overlap

The hard part:Touch all three bases

(see what happens if you miss)

Ex 1: Asset disclosure requirements Ex 2: ‘Grassroots Democracy’ in Vietnam

3. The view from the ‘trenches’

Machiavelli’s insight

• “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.” (N. Machiavelli, from The Prince)

A Modern Day Machiavelli?Kotter’s 8 fatal mistakes to avoid

• Not having a clear vision• Not enough sense of urgency• Not creating a powerful enough guiding coalition• Undercommunicating the vision by a factor of ten• Not removing obstacles to the new vision, in the

organization’s structure and systems• Not systematically planning for and creating short-term wins• Declaring victory too soon• Not anchoring changes in the corporation’s culture

Adapted from John Kotter (1996) Leading Change (Harvard Business School Press)

Another equation: for thinking about change management:

Ability to Promote Change Successfully =(Dissatisfaction + Vision + Notion of feasible first steps)

– (Inertia + Resistance)

Conclusions

• Zoom in, zoom out!• Draw lessons carefully!• Look for energy from unlikely sources.• Fasten your seatbelts.• Look beyond “political will”.• Prepare yourself for the leadership challenge…

Star Trek TOS - Charlie X vs. Spock.flv