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David Lowe

Lessons from History is a big, ambitious book. Its twenty-two essays – amounting to some 400 pages of research, reflection, and references – seek to pin down, in accessible form, the combined expertise of thirty-three practitioners of history and related fields. Together they address a mélange of pressing issues facing Australia today, testament to the diversity of contemporary Australian history and its interdisciplinary reach. Political, social, economic, business, environmental, and oral historians are all represented, alongside authors whose institutional base is in strategic studies, economics, politics, or administration, but whose work is informed by a keen interest in the past and its lessons.

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One of the risks in writing about the history of Australia in world affairs is the ease with which ideas and visions can be flattened.  If you start from the premise of Australia’s small-to-middle-power standing and diminished agency among other nations, you might conclude that ideas mattered less than adroit lobbying and alliances ...

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Ministers, Mandarins and Diplomats: Australian foreign policy making 1941–1969 by Joan Beaumont, Christopher Waters, and David Lowe, with Garry Woodard

by
May 2003, no. 251

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.­­­

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