Chamber and committees

In a business in, for example, the financial sector, would the level of transparency vary, so that, even if outsiders do not know why decisions were made, at least everyone in the business would know?

Following on from that, there is the whole question of short-term decision making against long-term decision making. We took evidence from New Zealand where the suggestion was that the civil servants have a requirement—it may be a statutory requirement—to produce some long-term options, rather than advice, to try and get a more long-term view. Dr Foster mentioned short-termism in her paper. Should we be more long term in our thinking? How do we make better long-term decisions?

Dr Foster, I was interested in a couple of points in your paper, one of which is about public engagement and consultation. You seem to suggest that, actually, the Scottish Parliament and Government consult quite a lot, but you then quote somebody else making the comment that

“media attention may be a stronger driver in Scotland than the majority of government agendas in other countries.”

Well, you can tell me whether you agree or disagree.

To clarify, would that be like putting more money into accident and emergency instead of into preventative healthcare or anything like that?

Yes. You have mentioned speed a number of times. Is it a strength of the private sector and a weakness of the public sector that you can make decisions more quickly?

Does that need legislation?

Absolutely.

Okay—thanks for that.

Mr Begbie, you talked about the inevitability of making mistakes. Does the private sector handle that better than the public sector? Is it better at learning from mistakes and so on?

Ms Rigg, I do not want to put you on the spot, but I realise that you have not really said very much. Are too many decisions in business made by men?