In the last two years I have been privileged to have a Fellowship with Carnegie UK Trust. This has allowed me to explore a long-held interest of one in kindness and emotional intelligence – and how this fits into public policy.
This short blog, written for the publication date, was first published on the Carnegie UK Trust website.
We all want to be kind and calls for kindness in public services are everywhere. Who wouldn’t want to be kind?
But we also want services to be fair. We want them to be accountable and run by professionals with a strong sense of boundaries. We want to scrutinise and understand decisions.
Public policy is about relationships and it is about emotions. It’s about how we love and how we care. It’s about where we live and where we feel we belong. It’s about how we change and grow. It’s always and at all times about emotions. And yet talking about emotions in public policy is embarrassing and uncomfortable.
That’s because kindness in public policy is a deeply disruptive concept. It recognises the emotions at the heart of what we do and gives them the status normally reserved for KPIs, risk registers and metrics of things that can be readily enumerated. Its difficult, and it challenges our deepest beliefs. But a recognition of the need for kindness is essential if we are to build trust, enable people to change their behaviour, and secure the outcomes that all the rest of the apparatus is designed to deliver.
Read the new report, Kindness, emotions and human relationships: The blind spot in public policy here.