Government

In the interests of national security, my luggage was recently searched at Los Angeles airport. The culprit: Spy Catchers. The uncorrected proof copy was so bulky that it triggered an alert. I declined to tell the Customs and Border Protection officer (in no mood for irony) that one chapter in the offending item was entitled ‘Keeping out Undesirables’. David Horner’s first volume in the history of ASIO is a big book – big on detail, broad in scope, and, overall, impressive in achievement.

Major historical figures generally attract multiple biographies. Napoleon and Nelson have, reputedly, amassed more than 200 biographies each – with successive waves of interest reflecting the constant need for reinterpretation. But at some point we must strike a declining marginal utility as we tally the titles – biography as running soap opera appears a postmodern accoutrement. In Australia, we have not yet managed to produce a biography of each prime minister – then along comes another on the ‘Little Digger’ Billy Hughes (1862–1952), without doubt one of our most colourful political leaders and written-about subjects. If not 200 titles, then there is certainly a small bookshelf full of respectable studies and serious essays on him, not to mention his own books and the many cameo appearances he makes in political memoirs and other works of his generation. So, do we need another interpretation? Indeed, does this ‘short life’ of ‘King Billy’ offer a new interpretation? Why did Aneurin Hughes – his namesake but no relation, and more on that later – commit to this laborious project?

There are two approaches to public affairs. The first assumes that élites ‘have and have always had the same passions’ (Machiavelli): leaders will do whatever it takes to retain power and to attain their objectives, tempered only by knowing that the popular verdict will depend on success. Success is judged by results: resort to devious or ruthless means will be excused if the people see beneficial outcomes. You can expect leaders to be driven by ambition and self-interest, but trust them to do enough to forestall a popular uprising that might bring them down. Machiavelli was not writing about democracy.

This is a fascinating, inspiring and disquieting book. It is fascinating because it succeeds so well in its comprehensive overview of policy making and policy intentions during the Hawke government (1983–91). That success derives from the unparalleled mix of insiders (former ministers, public servants, leaders of unions and NGOs), journalists and academic analysts, though the voice that is notably absent is that of business. Inspiration comes when one can see, beyond the obsession with pragmatism and economic reform, glimpses of a genuine ‘third way’ in the development of social capital. Disquiet arises because so many of the contributors fail to see how they created the social malaise that dogged the final years of the Labor government, and how, in abandoning the ‘old’ ideologies, they prepared the ground for the profoundly ideological and destructive government that would follow.

Important political issues sometimes cut across traditional party lines, making it harder for us to confront and debate them. The ‘children overboard’ affair, for example, raised important questions about the relationship between public servants and their ministers. Some of these questions were blurred in the subsequent debate, however, for a simple reason. Since the 1970s, governments from both sides of politics have had, in effect, a common policy of restricting the independence of the public service, especially of heads of departments, in the name of accountability and responsiveness. Ministers now have departmental secretaries who can be dismissed for no stronger reason than that they have lost the minister’s confidence. The powerful mandarins who, it used to be said, ruled Australia from the lunch tables of the Commonwealth Club in Canberra are a distant memory. Political influence now affects appointments down to middle managers in ways that those mandarins would have thought totally improper.­­­

Don Edgar has brought his wealth of experience in monitoring Australian society and its institutions to reflect on the changes now taking place and what needs to be done about them. The Patchwork Nation summarises the key aspects of social change, identifies the challenges associated with them (specifically for government) and sets out a coherent strategy for reform built around a strengthened role for local communities in responding to the forces of global economic change. This involves covering a huge amount of material. In this regard, the book succeeds in bringing together a number of disparate trends, ideas and themes, and makes them accessible to a wide audience. The book also contains a good deal of insight into the changes taking place. Yet there are questions to be asked about the extent to which some aspects of Edgar’s analysis are as compelling as the solutions he proposes. While many of the proposals developed in Section 3 are attractive, they do not always link with the forces for change described in Sections 1 and 2, and they are not always convincing.