Blog

Robots interfering with an election? Where does it leave the UK?

What impact does AI have on how we manage elections?

The thorny issue of essential functions and statutory powers in straitened times.

Looking at the lessons to be learned by local government from recent strategic climate litigation.

Many words have been written about the report by the House of Commons Committee of Privileges into the conduct of Rt Hon Boris Johnson. The overall outcome will I am sure be contested by those who support him or lauded by his detractors. He is after all one of those characters who people have a certain view about. This missive is focused on a different element – namely what to do when things go wrong. It is an inevitable part of life that things happen, and sometimes things go wrong. It may be small or large, within risk tolerance or not but in any event the reaction of the people involved makes the difference. At the heart of this story was a series of events happening within number 10 during lockdown. Remembering that number 10 is a workplace and for many there was a need to be in the office to do their roles. Indeed, as the fulcrum of the effort to manage the pandemic it is not surprising that some office presence was needed. The challenge came when more “normal gatherings” (or at least non covid normal) and events occurred including parties. The contrast in response can be seen starkly between the Department for Education and the Cabinet Office; one of contrition and one of fight. Admittedly the Department of Education had only one event which was investigated, but it was a social event (within the work context) and designed as such. Once it became public, there was a quick public admission and apology. I cannot say they got away with it, but it has been largely forgotten. Part of the reason it has been forgotten was the approach of Boris; he has dug in and raised the profile of the story repeatedly. His argument is that there were no unlawful gatherings, and the guidance was followed; the committee found:

How to Lead with Empathy 

Change is Constant; but is it revolution or evolution? 

Embrace or reject risk?