When we think about “consumers,” images of shoppers, checkout lines, and brand loyalty likely come to mind. But every time we visit a doctor, enroll a child in school, file taxes, or vote—we are consumers too. Not in the traditional sense, but in a quieter, more complex way: we are consumers of public services.
In their chapter “Consumer Behaviour in the Public Sector,” Carole Burgoyne, Daniel Read, and Suncica Vujovic offer a powerful shift in perspective. They explore how the principles of consumer psychology apply not just to the private marketplace, but to our interactions with governments, institutions, and public systems. And in doing so, they reveal how consumption—whether of goods or services—is always about more than choice. It’s about trust, agency, and how we experience fairness.
The Rise of the “Public Consumer”
In the last few decades, governments across the world have adopted the language and tools of the marketplace. Public services—once provided as rights or duties—are now often framed as consumer choices. Education, healthcare, transportation, even pensions are increasingly shaped by ideas of efficiency, competition, and user satisfaction.
This transformation is not just administrative—it’s psychological. Citizens are being invited to think of themselves as consumers, and this affects how they engage with services. Expectations rise. Standards shift. Complaints take on a new flavor. The public consumer is empowered—but also burdened with the need to navigate systems not originally built for consumer-style choice.
Trust, Not Just Transactions
One of the key differences between public and private sector consumption lies in trust. When we deal with public services, we often do so not because we want to—but because we must. We don’t choose our tax authority. We rarely choose our water supplier. Often, we have little power to switch providers.
This makes trust in institutions crucial. If people believe the system is fair, transparent, and competent, they are more likely to cooperate—even when services are imperfect. But when that trust erodes, so does engagement. Citizens become cynical. They disengage. Or they resist, sometimes at great cost to themselves.
In contrast to the private sector, where dissatisfaction leads to switching brands, in the public sector, dissatisfaction often leads to disillusionment.
The Paradox of Choice
Offering citizens more choice sounds like a good thing. But Burgoyne and her colleagues point out a deep paradox: too much choice in public services can actually reduce satisfaction.
Why? Because public services often involve high stakes (health, safety, education), high complexity, and low information. Choosing a school or a health plan is far more daunting than choosing a cereal brand. And when something goes wrong, the burden of responsibility falls on the individual.
This can lead to decision fatigue, regret, and blame. In some cases, people may prefer fewer choices if it means more guidance, equity, and simplicity.
The lesson here is clear: choice must be meaningful, not just abundant.
Motivation and Behaviour: The Psychology at Work
Public-sector consumer behaviour is deeply influenced by motivation, identity, and values. For instance:
- People are more likely to recycle when they believe it reflects their civic values.
- They’re more likely to comply with tax rules when they feel the system is fair and their contributions matter.
- They’re more likely to participate in public health initiatives when they trust the messenger—not just the message.
In this way, behavioural psychology offers tools for better public policy. Nudges, defaults, and social norms can encourage positive behaviours without coercion. But these tools only work when they respect people’s dignity and context.
The goal is not manipulation—it’s empowerment.
Equity and Ethics: More Than Metrics
A core insight of the chapter is that public sector consumption must be grounded in equity. While the private sector thrives on personalization and competition, the public sector must ensure that no one is left behind.
This means paying attention not only to consumer satisfaction, but also to access, inclusion, and justice. Who gets to choose? Who understands the choices? Who benefits from the system?
These are not just operational questions. They are moral imperatives.
Final Reflection: Reimagining Citizenship
To think of ourselves as public consumers is not wrong—but it is incomplete. We are not only users of services. We are citizens, neighbours, contributors to a shared society. Our relationship with the public sector is not just about what we get, but what we give, what we support, and what we believe in.
The challenge is to design systems that recognize both sides of this relationship: the rights of the consumer and the responsibilities of the citizen.
Burgoyne, Read, and Vujovic remind us that public services are not just commodities—they are commitments. They reflect the values of a society and the choices we make together.
So the next time you interact with a public institution, ask yourself: not just what am I getting? but what are we building?
Because in the public sector, every choice is collective. Every behaviour echoes beyond the self. And every small act of engagement is an act of shared hope.