Schooled in the art of the possible

Rudd was one of the team, with a particular role in the special premiers conferences and in issues such as land rights legislation and the introduction of Asian languages in schools.

Rudd left in late 1994, after gaining Labor preselection for the seat of Griffith. He could have stayed, as there was no constitutional requirement to step down, but he thought it proper to do so. The Goss government lasted another year.

Of course some things went wrong. The reshaping of the machinery of government was perhaps too immediate to combine organisational change with a new policy agenda. That was not Rudd's decision. The cabinet office's drive was a mixed blessing, but whatever was done would have ruffled feathers. Rudd wanted results for the government: he and his staff pushed hard. That is the role of public servants, even powerful ones. They serve. Some were offended. There are lessons he will have learned, an appreciation of process as well as outcomes.

Rudd had a significant role in the Goss government but by no means was he the only player. It would be foolish to attribute everything good or bad to his influence or to draw too many conclusions about translating his style as public servant to that of leader.

Except one. If Rudd wins, he will be the first prime minister to have had the experience of running a public service department. Rudd may never have been a minister. But that experience will provide a streak of realism about what governments can achieve, what public services can do. Appreciation of the difficulties of change will provide an antidote to illusions of glory and omnipotence that have sometimes struck the newly elected. Rudd knows exactly what to expect.