适应竞争激烈的世界：澳大利亚政策制定者的文化当务之急

财政部长吉姆·查尔默斯本月在洛伊研究所发表讲话，谈到需要协调澳大利亚的经济和安全利益。

Treasurer Jim Chalmers has highlighted the need to align Australia's economic and security interests, warning that failure to do so may hinder the country's ability to adapt to an international environment increasingly shaped by geopolitics.

财长吉姆·查尔默斯强调需要协调澳大利亚的经济和安全利益，并警告说，如果不这样做可能会阻碍该国适应日益受地缘政治影响的国际环境的能力。

Chalmers' remarks at the Lowy Institute this month echoed a speech last year by US National Security Adviser Jake Sullivan on American economic leadership, which Chalmers also referenced.

查尔默斯本月在洛伊研究所的讲话呼应了美国国家安全顾问杰克·沙利文去年关于美国经济领导力的演讲，查尔默斯也提到了这一点。

The treasurer's comments follow a chorus of voices calling for coordinated institutional structures between government agencies, senior appointments and a national interest strategy to unify Australia's policy agenda.

在财政部长发表此番言论之前，人们齐声呼吁政府机构之间建立协调的制度结构、高级任命和国家利益战略，以统一澳大利亚的政策议程。

A landmark public service review in 2019 similarly proposed guidance for central coordination within the prime minister's department.

2019 年具有里程碑意义的公共服务审查同样提出了总理部门内部中央协调的指导方针。

While strategy and structure are important, to adapt to a world of complexity and risk, policymaking cultures are key, i.e., the differing organisational values, expectations and practices that affect how policymakers understand each other and work together.

虽然战略和结构很重要，但为了适应复杂和风险的世界，决策文化是关键，即影响政策制定者如何相互理解和合作的不同组织价值观、期望和实践。

These are not new challenges. Successive governments have been alive to the need to develop more sophisticated ways to pursue “security” and “prosperity” as two sides of the same coin.

这些并不是新的挑战。历届政府都意识到需要开发更复杂的方法来追求“安全”和“繁荣”，将其视为同一枚硬币的两个侧面。

No government agency has a monopoly on good ideas needed.

没有哪个政府机构能够垄断所需的好创意。

This mindset was central to strengthening universities against the risk of espionage, buttressing the foreign investment framework, developing legislation to enhance federal oversight of state and territory ties with foreign governments, and in efforts to protect critical infrastructure.

这种心态对于加强大学抵御间谍活动的风险、支持外国投资框架、制定立法以加强联邦对州和领地与外国政府关系的监督以及努力保护关键基础设施至关重要。

The process came with rough patches, leaving some policymakers unsatisfied, and had to be smoothed over.

这一过程充满了坎坷，让一些政策制定者不满意，必须进行平滑处理。

For example, in the aftermath of the 5G decision, where Australia led the world in excluding Chinese vendors from its networks, the Critical Technologies Policy Coordination Office was established to foster a holistic technology policy.

例如，在 5G 决定之后，澳大利亚率先将中国供应商排除在其网络之外，并成立了关键技术政策协调办公室来制定整体技术政策。

Based on the treasurer's remarks, challenges remain.

根据财务主管的言论，挑战仍然存在。

The cultural task ahead is building Australian policymaking practices that can manage, if not embrace, healthy and productive contestation. Public service officers at all levels, in all agencies, have a role in this.

未来的文化任务是建立澳大利亚的政策制定实践，即使不能拥抱健康和富有成效的竞争，也能管理好它。所有机构的各级公共服务官员都可以在这方面发挥作用。

No government agency has a monopoly on the good ideas needed to chart a way forward on de‑carbonisation, supply chain diversification, or deterring conflict in the Indo-Pacific.

没有哪个政府机构能够垄断在脱碳、供应链多元化或遏制印太地区冲突方面制定前进道路所需的好想法。

Moreover, government needs to partner with private industry, academia and civil society to develop solutions and deliver.

此外，政府需要与私营企业、学术界和民间社会合作开发解决方案并交付。

Put another way, fixed mindsets, talking at cross purposes and with different languages, departmental silos and closed doors are impediments to the problem-solving that Australia needs.

换句话说，固定思维、目的不同、语言不同、部门孤岛和闭门造车都是澳大利亚解决问题的障碍。

The public service needs more talent from industry, research and civil society. Not being institutionalised within the bureaucracy creates opportunities for people to positively disrupt the way things work.

公共服务需要更多来自工业、研究和民间社会的人才。官僚机构内部的不制度化为人们创造了积极破坏事物运作方式的机会。

Delivering new initiatives such as a Future Made in Australia requires an evolution in policy thinking.

实施“澳大利亚未来制造”等新举措需要政策思维的转变。

A logic of economic efficiency may not always accord with the steps needed to manage strategic risk and opportunity in areas such as clean energy and securing Australian technology advantages.

经济效率的逻辑可能并不总是符合管理清洁能源和确保澳大利亚技术优势等领域的战略风险和机遇所需的步骤。

In another area, realising the potential of AUKUS for Australian science, technology, innovation, and manufacturing requires industry, education and economic portfolios as much as defence.

在另一个领域，要实现 AUKUS 对澳大利亚科学、技术、创新和制造业的潜力，除了国防之外，还需要工业、教育和经济组合。

For complex, cross-cutting issues, decision-makers should expect that the final advice is not overly skewed because of where the policy function resides or who holds the pen on the ministerial brief.

对于复杂的、跨领域的问题，决策者应该预期最终建议不会因为政策职能所在或部长简报的执笔人而过度倾斜。

The ideal of policy advice it that it should be the result of a considered process, respectful debate, and the weighing of evidence. Sometimes this means getting creative and leaving old orthodoxies behind.

理想的政策建议应该是深思熟虑的过程、相互尊重的辩论和权衡证据的结果。有时这意味着发挥创造力并抛弃旧的正统观念。

Driving the cultural shift needed to align security and economics begins with organisational leaders incentivising deeper collaboration across government for those areas increasingly within each other’s orbit.

推动安全与经济协调一致所需的文化转变，首先要从组织领导者激励政府间在这些日益相互关注的领域进行更深入的合作开始。

Public servants that move between portfolios – e.g., from the national security community to the Treasury – should viewed as more competitive for key policy roles.

在不同职位之间流动的公务员——例如从国家安全部门到财政部——应该被视为在关键政策角色方面更具竞争力。

It is time to do away with terms such as “laterals” used to describe people arriving from other agencies, which create a counterproductive “us and them” divide.

现在是时候废除诸如“横向”等用于描述来自其他机构的人员的术语了，这些术语造成了适得其反的“我们和他们”分歧。

Strengthening representation and inclusion of people of different backgrounds and views in the policy process is essential.

加强不同背景和观点的人在政策过程中的代表性和包容性至关重要。

Fortunately, attention is now being given to improve promotion prospects for culturally and linguistically diverse staff, but there remains more to do.

幸运的是，现在人们正在关注改善文化和语言多元化员工的晋升前景，但仍有更多工作要做。

The public service needs more talent from industry, research and civil society. Not being institutionalised within the bureaucracy creates opportunities for people to positively disrupt the way things work, while bringing much-needed expertise and networks that help get things done.

公共服务需要更多来自工业、研究和民间社会的人才。官僚机构内部的不制度化为人们创造了积极颠覆事物运作方式的机会，同时带来了急需的专业知识和网络来帮助完成工作。

While on the job, staff should be supported to study outside their usual field and participate in initiatives that challenge their thinking, such as “policy fit for the future”.

在工作期间，应支持员工在其惯常领域之外学习，并参与挑战其思维的举措，例如“适合未来的政策”。

The aim is not for an economist to be a security expert and vice versa, but to help people build a more common policy operating picture and language.

其目的不是让经济学家成为安全专家，反之亦然，而是帮助人们建立更通用的政策操作图景和语言。

Technology is not a panacea but new AI-enabled tools such as multi-lens analysis could help agencies better understand, and design solutions for, complex problems.

技术并不是万能的，但新的人工智能工具（例如多镜头分析）可以帮助机构更好地理解复杂问题并设计解决方案。

While the cabinet table is ultimately a forcing function to bring together different interests and perspectives, tough policy decisions require many hours, days or weeks of contemplation.

虽然内阁会议最终是一个将不同利益和观点聚集在一起的强制职能，但艰难的政策决定需要数小时、数天或数周的深思熟虑。

Incentivising a more collaborative culture across the public service will make the difference

激励整个公共服务领域更具协作性的文化将会带来改变