Florian Keppeler
@flokeppeler.bsky.social
Associate Professor at http://ps.au.dk/en/cpl | enthusiastic for public administration and policy | fan of beagle Wilma
http://florian-keppeler.com
http://florian-keppeler.com
➡️ Such effects can persist for at least two weeks after for example a presidential election, and the patterns were easier to reactivate once they'd been triggered. 📅
🔗 doi.org/10.1287/orsc.2024.18538
Wilma, PhD (Pretty helpful Dog) and #postdog 🐾
@au.dk
End 🧵
🔗 doi.org/10.1287/orsc.2024.18538
Wilma, PhD (Pretty helpful Dog) and #postdog 🐾
@au.dk
End 🧵
January 25, 2026 at 12:42 PM
➡️ Such effects can persist for at least two weeks after for example a presidential election, and the patterns were easier to reactivate once they'd been triggered. 📅
🔗 doi.org/10.1287/orsc.2024.18538
Wilma, PhD (Pretty helpful Dog) and #postdog 🐾
@au.dk
End 🧵
🔗 doi.org/10.1287/orsc.2024.18538
Wilma, PhD (Pretty helpful Dog) and #postdog 🐾
@au.dk
End 🧵
➡️ Elections can reduce social mindfulness toward politically different colleagues. After elections, employees showed less perspective-taking and empathic concern toward coworkers with opposing political views – often leading to more negative interactions. 😔
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January 25, 2026 at 12:42 PM
➡️ Elections can reduce social mindfulness toward politically different colleagues. After elections, employees showed less perspective-taking and empathic concern toward coworkers with opposing political views – often leading to more negative interactions. 😔
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➡️ Political differences between coworkers don't always cause friction – but around elections, things can change. Before the U.S. elections, political dissimilarity had no significant effect on negative interactions. But on election day and days after, it did.
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January 25, 2026 at 12:42 PM
➡️ Political differences between coworkers don't always cause friction – but around elections, things can change. Before the U.S. elections, political dissimilarity had no significant effect on negative interactions. But on election day and days after, it did.
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A study by Max Reinwald, Rouven Kanitz, Peter Bamberger, Prof. Dr. Julia Backmann and Prof. Dr. Martin Hoegl examines this – how political differences affect workplace interactions, and why timing matters.
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January 25, 2026 at 12:42 PM
A study by Max Reinwald, Rouven Kanitz, Peter Bamberger, Prof. Dr. Julia Backmann and Prof. Dr. Martin Hoegl examines this – how political differences affect workplace interactions, and why timing matters.
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➡️ Big Tech companies gain influence as "policy entrepreneurs" by controlling the datasets and infrastructure that power LLMs, raising concerns about whose interests shape public policy decisions. 💼
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January 18, 2026 at 7:27 PM
➡️ Big Tech companies gain influence as "policy entrepreneurs" by controlling the datasets and infrastructure that power LLMs, raising concerns about whose interests shape public policy decisions. 💼
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➡️ Policymakers risk becoming passive when over-relying on AI-generated outputs, potentially weakening their ability to make sound judgments.
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January 18, 2026 at 7:27 PM
➡️ Policymakers risk becoming passive when over-relying on AI-generated outputs, potentially weakening their ability to make sound judgments.
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They argue:
➡️ LLMs can narrow the diversity of knowledge used in policy decisions by privileging scientific data over practical expertise and ethical judgment, potentially creating "knowledge collapse" where mainstream views drown out minority perspectives. 🤔
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➡️ LLMs can narrow the diversity of knowledge used in policy decisions by privileging scientific data over practical expertise and ethical judgment, potentially creating "knowledge collapse" where mainstream views drown out minority perspectives. 🤔
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January 18, 2026 at 7:27 PM
They argue:
➡️ LLMs can narrow the diversity of knowledge used in policy decisions by privileging scientific data over practical expertise and ethical judgment, potentially creating "knowledge collapse" where mainstream views drown out minority perspectives. 🤔
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➡️ LLMs can narrow the diversity of knowledge used in policy decisions by privileging scientific data over practical expertise and ethical judgment, potentially creating "knowledge collapse" where mainstream views drown out minority perspectives. 🤔
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💡Public managers can use both approaches: inspiring teams with vision while also providing concrete support for collaborative practice.
🔗 doi.org/10.1080/10967494.2025.2571622
@ipmjournal.bsky.social
Wilma, PhD (Pretty helpful Dog) and #postdog 🐾
@au.dk
End🧵
🔗 doi.org/10.1080/10967494.2025.2571622
@ipmjournal.bsky.social
Wilma, PhD (Pretty helpful Dog) and #postdog 🐾
@au.dk
End🧵
January 11, 2026 at 4:21 PM
💡Public managers can use both approaches: inspiring teams with vision while also providing concrete support for collaborative practice.
🔗 doi.org/10.1080/10967494.2025.2571622
@ipmjournal.bsky.social
Wilma, PhD (Pretty helpful Dog) and #postdog 🐾
@au.dk
End🧵
🔗 doi.org/10.1080/10967494.2025.2571622
@ipmjournal.bsky.social
Wilma, PhD (Pretty helpful Dog) and #postdog 🐾
@au.dk
End🧵
➡️ Each leadership style has its own role: Transformational leaders inspire reflective dialogue and common purpose, while professional development leaders get people to work together, observe each other, and share concrete practices. 📚
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January 11, 2026 at 4:21 PM
➡️ Each leadership style has its own role: Transformational leaders inspire reflective dialogue and common purpose, while professional development leaders get people to work together, observe each other, and share concrete practices. 📚
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➡️ Two leadership styles work together to build collaboration: Transformational leadership can create shared values and vision, while professional development leadership strengthens shared practices and knowledge exchange. 🤝
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January 11, 2026 at 4:21 PM
➡️ Two leadership styles work together to build collaboration: Transformational leadership can create shared values and vision, while professional development leadership strengthens shared practices and knowledge exchange. 🤝
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December 28, 2025 at 6:13 PM
➡️ But tensions can emerge: managing dual roles creates challenges with time, role clarity, and resistance from colleagues. 😓
For public organizations, this research offers an implication: identify and support internal change agents who can guide their peers through the transformation journey.
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For public organizations, this research offers an implication: identify and support internal change agents who can guide their peers through the transformation journey.
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December 28, 2025 at 6:13 PM
➡️ But tensions can emerge: managing dual roles creates challenges with time, role clarity, and resistance from colleagues. 😓
For public organizations, this research offers an implication: identify and support internal change agents who can guide their peers through the transformation journey.
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For public organizations, this research offers an implication: identify and support internal change agents who can guide their peers through the transformation journey.
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➡️ Change agents can develop through phases: from anticipating their new role, to learning and adapting, and eventually mastering it. 📚
➡️ They seem to act as knowledge brokers and motivators, building digital skills among colleagues while enriching their own jobs. 💪
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➡️ They seem to act as knowledge brokers and motivators, building digital skills among colleagues while enriching their own jobs. 💪
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December 28, 2025 at 6:13 PM
➡️ Change agents can develop through phases: from anticipating their new role, to learning and adapting, and eventually mastering it. 📚
➡️ They seem to act as knowledge brokers and motivators, building digital skills among colleagues while enriching their own jobs. 💪
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➡️ They seem to act as knowledge brokers and motivators, building digital skills among colleagues while enriching their own jobs. 💪
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...help public sector organizations navigate digital transformation. These people don't just implement new technology—they guide their colleagues through it. The study with change agents from two German municipalities shows:
doi.org/10.1111/padm...
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doi.org/10.1111/padm...
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doi.org
December 28, 2025 at 6:13 PM
...help public sector organizations navigate digital transformation. These people don't just implement new technology—they guide their colleagues through it. The study with change agents from two German municipalities shows:
doi.org/10.1111/padm...
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doi.org/10.1111/padm...
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➡️ Financial, career, intrinsic values don't deter workers from switching - public organizations don't lose out on applicants motivated by these values. 💰
➡️ For public employers, proximity to policy-making may be a rather unique value proposition for attracting mid- and late-career talent. 🧲
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➡️ For public employers, proximity to policy-making may be a rather unique value proposition for attracting mid- and late-career talent. 🧲
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December 21, 2025 at 7:20 PM
➡️ Financial, career, intrinsic values don't deter workers from switching - public organizations don't lose out on applicants motivated by these values. 💰
➡️ For public employers, proximity to policy-making may be a rather unique value proposition for attracting mid- and late-career talent. 🧲
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➡️ For public employers, proximity to policy-making may be a rather unique value proposition for attracting mid- and late-career talent. 🧲
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What makes people switch the other way around, from private companies to public organizations? A study by Henninger/Vogel shows:
➡️ Public employers are especially attractive to workers who value social involvement and are interested in politics - these values predict sector switching. 🏛️
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➡️ Public employers are especially attractive to workers who value social involvement and are interested in politics - these values predict sector switching. 🏛️
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December 21, 2025 at 7:20 PM
What makes people switch the other way around, from private companies to public organizations? A study by Henninger/Vogel shows:
➡️ Public employers are especially attractive to workers who value social involvement and are interested in politics - these values predict sector switching. 🏛️
2/🧵
➡️ Public employers are especially attractive to workers who value social involvement and are interested in politics - these values predict sector switching. 🏛️
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December 14, 2025 at 8:59 PM
➡️ Citizens seem to assign more accountability when the algorithm is developed in-house versus externally. 😮
An important implication: The authors discuss that this might create a perverse incentive: outsourcing AI development might actually reduce perceived accountability of public agencies. 🤔
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An important implication: The authors discuss that this might create a perverse incentive: outsourcing AI development might actually reduce perceived accountability of public agencies. 🤔
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December 14, 2025 at 8:59 PM
➡️ Citizens seem to assign more accountability when the algorithm is developed in-house versus externally. 😮
An important implication: The authors discuss that this might create a perverse incentive: outsourcing AI development might actually reduce perceived accountability of public agencies. 🤔
4/🧵
An important implication: The authors discuss that this might create a perverse incentive: outsourcing AI development might actually reduce perceived accountability of public agencies. 🤔
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