How does a new government ensure that experience is not overlooked in the pursuit of new ideas?

Not long into power, the ups and downs of the new government have been well chronicled. All new governments are likely to make mistakes due to inexperience and the complexity of managing a nation's diverse needs. They often face challenges in balancing competing interests, adapting policies to real-world conditions, and navigating bureaucratic structures, leading to missteps as they learn to govern effectively.

The challenge for any new government is not merely to inherit the mantle of leadership but to actively shape the future in a way that reflects the needs and aspirations of all citizens, not just those who have historically had access to power.

When a new government comes to power, it is often met by a parade of officials, organisations, and stakeholders who had a strong relationship with the outgoing administration.

These groups are frequently seen as key "first ports of call" due to their previous proximity to decision-making and influence over policy. They tend to be entrenched in the system, often holding powerful positions and commanding substantial resources. Naturally, new ministers and political leaders may be tempted to rely on these established voices to provide guidance, continuity, and institutional memory during the transitional phase.

These groups are often experienced and can offer valuable insights into existing policies and challenges.

However, reliance on these traditional players can be a problem. What if the government aims to implement transformative change and these individuals and organisations are aligned with the priorities of the previous regime? ?This can result in a perpetuation of the status quo, limiting the scope for innovation and fresh ideas.

Meanwhile, there are other voices to consider.? Those who can provide both wisdom and perspective – a highly experienced group of practitioners and leaders who may well have been marginalised or ignored by the previous government.? Such sidelining may hinder the realisation of new visions for governance.

The crux of the issue lies in how new governments can engage with these previously ignored voices and make their decision-making more inclusive and representative.

These underrepresented individuals and organisations often possess unique insights, ideas, and solutions that are well-aligned with the new administration’s objectives but have not yet had the opportunity to share them.

In fact, they could be some of the best positioned to help steer the new government toward a successful and meaningful departure from past practices.

RISKS TO EFFECTIVE GOVERNANCE

The continued exclusion of marginalised voices poses several risks to effective governance:

1. Reinforcement of outdated policies: New governments may unwittingly perpetuate outdated or unresponsive policies if they rely solely on the advice of the same groups that served the previous administration. These entrenched actors may have developed a vested interest in maintaining the status quo, even if it is not conducive to addressing current or future challenges.
2. Lack of innovation: Marginalised voices often represent communities, sectors, or perspectives that have been underserved or overlooked. Their exclusion deprives the government of innovative ideas, especially in areas such as social justice, economic reform, climate change, and more. Without fresh thinking, new governments risk becoming trapped in old paradigms.
3. Social and political alienation: Failure to engage with these ‘fringe’ groups exacerbates feelings of alienation and mistrust in the political process. This may deepen social divisions and undermine the credibility of the new government. If a government truly seeks to bring change, it must represent the broad spectrum of society, particularly those who have felt excluded from power.
4. Missed opportunities: Many of the excluded organisations and individuals have untapped expertise, particularly in niche or emerging areas that require urgent attention. For example, grassroots environmental organisations or local business leaders who have been shut out of the policy process may offer fresh approaches that are highly relevant to modern challenges.

HOW TO GOVERN INCLUSIVELY

To fully realise the benefits of inclusive governance, a new administration must take deliberate and strategic steps to engage with marginalised voices. I suggest this could be achieved through several approaches:

Know your stakeholders: Take steps to identify not only the established players but also those who have been historically ‘overlooked’. This may include grassroots organisations, community leaders, independent experts, activists, and others whose input has been overlooked. By understanding who has been left out of the conversation, the government can begin to build more inclusive channels of dialogue.

Create new mechanisms for engagement: Forget established networks that may exclude newer or less powerful actors, a new government should seek to create alternative forums for engagement, such as town hall meetings, online platforms, or advisory panels that bring together a diverse range of voices. Special attention should be paid to making these forums accessible to marginalised communities.

Create formal advisory bodies: These should be specifically tasked with bringing alternative perspectives to the table. These bodies should have direct access to decision-makers and be empowered to influence policy. They could include representatives from minority communities, civil society organisations, youth movements, or emerging organisations.

Transparency: We have all heard of examples of lack of transparency from the awarding of Covid contracts to political donations. It is critical that new governments ensure their engagement processes are open and transparent, with clear mechanisms for accountability. This could involve publishing consultation timelines, publicising meeting minutes, and being transparent about how stakeholder input is used in decision-making.

Help to build community capacity: Marginalised groups may lack the skill and knowledge ?to effectively engage in policymaking. New governments can offer resources to build the capacity of these groups, to that they can participate more meaningfully in the political process and ensure that their voices are not drowned out by more established actors.

Listen, learn and adapt: A new government must demonstrate a genuine willingness to listen to marginalised voices and adapt its policies accordingly. This requires an open-minded approach to governance, where feedback is seen not as a challenge but as an opportunity to refine and improve policy. Active listening and responsiveness will go a long way in building trust and demonstrating that the government is committed to inclusivity.

By engaging with previously marginalised voices, a new administration has the potential to unlock innovative ideas, foster social cohesion, and implement policies that resonate with a broader cross-section of society.

Ultimately, by engaging with a broader cross section of society, I believe governments can create a more inclusive, just, and representative political landscape, one that is better equipped to tackle the challenges of the modern era.