Transforming Government: Lessons from the Reinvention Laboratories
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More About This Title Transforming Government: Lessons from the Reinvention Laboratories
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This insider's guide reveals the key lessons for managing reformbeing learned from the federal government's Reinventing Governmentprogram. Leaders will discover that success will be evident not inmajor, sweeping changes but in a series of small, but importantsigns.
The contributors present strategic issues for change, discussingwhy the current bureaucratic model of organizing is ill-suited totoday's challenges and identifying what will replace it. Theyexplore the tactics for change in public organizations, examiningthe repercussions of change for employees, identifying successfactors for change, and examining the crucial role leadership playsin successful change.
Transforming Government presents a look into the future of publicorganizations and sage advice on how to implement changeeffectively to succeed in that future.
The contributors present strategic issues for change, discussingwhy the current bureaucratic model of organizing is ill-suited totoday's challenges and identifying what will replace it. Theyexplore the tactics for change in public organizations, examiningthe repercussions of change for employees, identifying successfactors for change, and examining the crucial role leadership playsin successful change.
Transforming Government presents a look into the future of publicorganizations and sage advice on how to implement changeeffectively to succeed in that future.
English
PATRICIA W. INGRAHAM is professor of public administration and political science and director of the Alan K. Campbell Institute at the Maxwell School, Syracuse University. She is a fellow of the National Academy of Public Administration, and the author of New Paradigms for Government. JAMES R. THOMPSON teaches public administration at the University of Illinois at Chicago. RONALD SANDERS is associate professor at George Washingotn University.
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Part One: Strategic Change in Public Organizations.
1. Ferment on the Front Lines: Designing New Modes ofOrganizing(James R. Thompson).
2. Heroes of the Revolution: Characteristics and Strategies ofReinvention Leaders(Ronald P. Sanders).
3. The Best-Kept Secret in Government: How the NPR TranslatedTheory into Practice(John M. Kamensky).
4. Reinventing Public Agencies: Bottom-Up Versus Top-DownStrategies(James R. Thompson, Ronald P. Sanders).
Part Two: The Tactics of Change in Public Organizations.
5. Overcoming Employee Resistance to Change(David C. Frederickson,james L. Perry).
6. Ingredients for Success: Five Factors Necessary for TransformingGovernment(Hal G. Rainey).
7. Tailoring Change Strategies: Alternative Approaches to Reform(B.Guy Peters).
Part Three: Lessons for Continuing Transformation.
8. Where the Buck Stops;
Accountability in Reformed Public Organizations(Barbara S.Romeck).
9. Making Government Reform Stick: Lessons Learned(Donald J.Savoie).
Conclusion: Transforming Management, ManagingTransformation(Patricia W. Ingraham).
1. Ferment on the Front Lines: Designing New Modes ofOrganizing(James R. Thompson).
2. Heroes of the Revolution: Characteristics and Strategies ofReinvention Leaders(Ronald P. Sanders).
3. The Best-Kept Secret in Government: How the NPR TranslatedTheory into Practice(John M. Kamensky).
4. Reinventing Public Agencies: Bottom-Up Versus Top-DownStrategies(James R. Thompson, Ronald P. Sanders).
Part Two: The Tactics of Change in Public Organizations.
5. Overcoming Employee Resistance to Change(David C. Frederickson,james L. Perry).
6. Ingredients for Success: Five Factors Necessary for TransformingGovernment(Hal G. Rainey).
7. Tailoring Change Strategies: Alternative Approaches to Reform(B.Guy Peters).
Part Three: Lessons for Continuing Transformation.
8. Where the Buck Stops;
Accountability in Reformed Public Organizations(Barbara S.Romeck).
9. Making Government Reform Stick: Lessons Learned(Donald J.Savoie).
Conclusion: Transforming Management, ManagingTransformation(Patricia W. Ingraham).
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"There has been enormous debate about "reinventing government"--butlittle careful study about what is actually happening. Thisextremely useful book tells the story-behind-the-story. It examinesthe critical steps required to make reinvention work, and the bigproblems that reinvention must solve. Anyone interested inimproving government performance will need to read this book."(Donald F. Kettl, director, The Robert M. LaFollette Institute ofPublic Affairs)
"Bureaucracy-busters will benefit from this manual for betteringbusiness practices in government. Its authors offer a practicalguide that does not ignore the considerable obstacles facingreinvention advocates." (Timothy B. Clark, editor and publisher,Government Executive Magazine)
"Bureaucracy-busters will benefit from this manual for betteringbusiness practices in government. Its authors offer a practicalguide that does not ignore the considerable obstacles facingreinvention advocates." (Timothy B. Clark, editor and publisher,Government Executive Magazine)
