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quotes & concepts Flashcards

1
Q

“Everything changes and nothing remains still”

A

Cratylus (400 BC)

Plato quoting Heraclitus

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2
Q

“you cannot step twice in the same stream”

A

Cratylus (400 BC)

Plato quoting Heraclitus

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3
Q

“complexity of joint action.”

A

Implementation,

Jeffrey L. Pressman & Aaron Wildavsky (1973)

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4
Q

“Implementation should not be divorced from policy”

A

Implementation,

Jeffrey L. Pressman & Aaron Wildavsky (1973)

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5
Q

“managing diversity”

A

From Affirmative Action to Affirming Diversity,

R. Roosevelt Thomas (1990)

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6
Q

“The goal is to manage diversity in such a way as to get from a diverse workforce same productivity we once got from a homogeneous workforce, and to do without artificial programs, standards- or barriers.”

A

From Affirmative Action to Affirming Diversity,

R. Roosevelt Thomas (1990)

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7
Q

Ties performance to budget
5 year strategic plans
Performance plans and reports
OMB produces an annual report on agency success or failure

A

Government Performance & Results Act (1993), aka GPRA,

Bill Clinton

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8
Q

A different way of being smart

A 
Emotional Intelligence: Why it can matter more than IQ, 
Daniel Goleman (1995)
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9
Q

The part of the brain that controls emotions receives external signals before the intelligence functions

A 
Emotional Intelligence: Why it can matter more than IQ, 
Daniel Goleman (1995)
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10
Q

Too much of a good thing is detrimental to our psychological and emotional well being
Eliminating choices can greatly reduce stress and anxiety

A 
The Paradox of Choice: Why More is Less, 
Barry Schwartz (2004)
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11
Q

Focus on what’s important and ignore the rest

Maximizers vs Satisficers (p.83) maximizers are not happy people

A

The Paradox of Choice: Why More is Less, Barry Schwartz (2004)

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12
Q

Adaptive Unconscious:

A giant internal computer that quickly processes a lot of data so we can function

A

Blink: The Power of Thinking Without Thinking, Malcolm Gladwell (2005)

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13
Q

Exceedingly rare and unpredictable events in a world where all swans are presumed to be white

A

The Black Swan:The Impact of the Highly Improbable,

Nassim Nicholas Taleb (2007)

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14
Q

Seeing people as people, as ends and not means

A

Leadership and self-deception: getting out of the box, The Arbinger Institute (2000)

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15
Q

When we are self-deceived, we:

1) inflate others’ faults,
2) inflate our own virtue,
3) inflate the value of things that justify our self-betrayal, and 4) blame others

A

Leadership and self-deception: getting out of the box, The Arbinger Institute (2000)

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16
Q

The moment when an idea, trend, or social behavior crosses a threshold, tips, and spreads like wildfire

A 
The Tipping Point: How Little Things Can Make a Big Difference,
Malcolm Gladwell (2000)
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17
Q

“A concept that describes the process of facilitating and operating in multi-organizational arrangements to solve problems that cannot be solved or easily solved by single organizations.”

A

Collaborative Public Management
The Collaborative Public Manager (2009)
Rosemary O’Leary and
Lisa Blomgren Bingham (eds)

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18
Q 
Barbara Gray (1989) Collaboration differs from lesser forms of cooperation in that:
The stakeholders are interdependent, 
they address differences constructively, 
have joint ownership of decisions, & 
share responsibility for the partnership’s future
A

Collaborative Public Management
The Collaborative Public Manager (2009)
Rosemary O’Leary and
Lisa Blomgren Bingham (eds)

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19
Q

Knowledge exploitation: getting the most from currently deployed technologies
(vs. knowledge exploration)

A

Strategic Planning: For Public and Nonprofit Organizations John M. Bryson (2011)

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20
Q

Decision making is biased and irrational

A

Thinking Fast and Slow, Daniel Kahneman

(2011)

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21
Q

We think and act too quickly – Take advantage of whatever time is available

A

Wait: The Art and Science of Delay, Frank Partnoy (2012)

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22
Q

A willingness to pander cravenly to voters while hiding his core convictions (speaking of Obama)

A

Double Down: Game Change 2012, Halperin and Heilemann

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23
Q

Success depends on knowing when to delay, and for how long

A

Wait: The Art and Science of Delay, Frank Partnoy (2012)

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24
Q

“Citizens complained that the muscle of corporate trusts drove prices up, limited market choice, and weakened citizens’ autonomy.”

A

The Transformation of Governance, Kettl (2002)

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25
Q

Progressives believed PA built on

technical professionalism and political neutrality.

A

The Transformation of Governance, Kettl (2002)

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26
Q

Progressive premise:
Government has a positive role to play in balancing corporate power and government needed to be strong enough to be effective.

A

The Transformation of Governance, Kettl (2002)

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27
Q

Created federal civil service – Merit system
Open competitive examinations
Promotes and retains based on merit
Prohibits “contributions” solicited or received by government employees

A

Pendleton Act 1883

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28
Q

“It is getting to be harder to run a constitution than to frame one.”

A

Woodrow Wilson, the Study of Administration 1887

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29
Q

“The field of administration is a field of business. It is removed from the hurry and strife of politics”

A

Woodrow Wilson, the Study of Administration 1887

30
Q

“first, what government can properly and successfully do, and secondly, how can it do these proper things with the utmost possible efficiency and at the least possible cost either of money or energy.”

A

Woodrow Wilson, the Study of Administration 1887

31
Q

Made the distinction between politics (policy) and administration (neutral competence).

A

Woodrow Wilson, the Study of Administration 1887

32
Q

“the expression of the will of the state and the execution of that will”

A

Politics and Administration, Frank J. Goodnow

(1900)

33
Q

Clearly defined hierarchy, responsibility and procedures would provide for efficiency and accountability.

A

Politics and Administration, Frank J. Goodnow

(1900)

34
Q

Sees workers as responding primarily to economic incentives

A

Principles of Scientific Management, Fredrick Winslow Taylor (1911)

35
Q

“Power with” as opposed to “power over”

Describes participative management

A

The Giving of Orders, Mary Parker Follett

(1926)

36
Q

Integration, not domination

orders come from not individuals but a realization from information to each person on what needs to be done.

A

The Giving of Orders, Mary Parker Follett

(1926)

37
Q

“A budget… Serves to make known past operations, the present conditions and future proposals, definitely locates responsibility and furnishes the means for control.”

A

The Movement for Budgetary Reform in the States, William F. Willoughby (1918)

38
Q

“Policy and administration cannot be separated”

Every act of the public manager involves a “seamless web of discretion in action”

A

Politics, Administration, and the New Deal, Luther Halsey Gulick (1933)

39
Q

POSCORB: Gulick’s functions of management:

Planning Organizing Staffing Directing COordinating Reporting Budgeting

A

Notes on the Theory of Organization, Luther Halsey Gulick (1937)

40
Q

The organization is a cooperative system
Authority comes from the bottom in the acceptance of legitimacy and the alignment of organizational and individual purpose.

A

The Functions of the Executive, Chester I. Bernard

(1938)

41
Q

Workers are motivated by the social aspect of work, recognition; security and a sense of belonging; and a good working relationship with management

A

Management and the Worker, Fritz J. Roethlisberger (1939)

42
Q

“On what basis shall it be decided to allocate x dollars to activity A instead of activity B?”

A

The Lack of a Budgetary Theory, V.O. Key, Jr.(1940)

43
Q

“Government is different because government is politics” rejecting Wilson’s “administration is a field of business”

A

Big Democracy, Paul Henson Appleby (1945)

44
Q

Gov’t is different from all other institutions in:
Breath of scope,
Impact, and
Public accountability

A

Big Democracy, Paul Henson Appleby (1945)

45
Q

Government, in spite of the best efforts of many reformers, was not a business and not value free.

A

The Administrative State, Dwight Waldo (1948)

46
Q

Gulick’s POSDCORB is inconsistent and often inapplicable

A

The Proverbs of Administration, Herbert A. Simon (1946)

47
Q

Decision-making, not organizational structure, was the central problem of administration.
Decision-making is the true heart of administration

A

Administrative Behavior, Herbert A. Simon (1947)

48
Q

Decisions should be made from the scientific perspective of logical positivism (quantitative statistical research)
- predictive not prescriptive

A

Administrative Behavior, Herbert A. Simon (1947)

49
Q

“satisficing” satisfy and suffice

“bounded rationality” rationality is limited by the information available

A

Administrative Behavior, Herbert A. Simon (1947)

50
Q

Theory X and Y
Authoritarian / Humanistic
They are self-fulfilling prophecies

A

The Human Side of Enterprise, Douglas McGregor

(1957)

51
Q

It is paradoxically more rational to avoid rational analysis and that it is less rational to attempt comprehensive analysis

A

The Science of Muddling Through, Charles E. Lindblom (1959)

52
Q

no analyst can ever be comprehensive and trying to do analysis requires the analyst to make impossible assumptions

A

The Science of Muddling Through, Charles E. Lindblom (1959)

53
Q

reward, coercive, legitimate, reverent & expert recoleg revex

A

The Bases of Social Power, John R.P. French and Bertram Raven (1959)

54
Q

“the ethos of budgeting will shift from justification to analysis”

A

The Road to PPB: the stages of budget reform, Allen Schick (1966)

55
Q

incrementalism explains how budgeting actually works

A

Aaron Wildavsky in The Politics of the Budgetary Process

56
Q

The political process does a better job of solving these problems than rational analysis ever can. Trying to replace politics with rationality is doomed - and wrong.

A

Charles E Lindblom, in his article The Science of Muddling Through, (1959)

57
Q

Rational bureaucrats will always and everywhere seek to increase their budgets in order to increase their own power, thereby contributing strongly to state growth and potentially reducing social efficiency.

A

Budget-maximizing model in Bureaucracy and Public Economics, William A. Niskanen
(1971)

58
Q

“There is no merit in the merit system”

A

Jimmy Carter, 1976 Campaign Quote

59
Q

“I conclude that public and private management or at least as different as they are similar, and that the differences are more important than the similarities.”

A

Public and Private Management: Are They Fundamentally Alike in all Unimportant Respects?, Graham T. Allison (1980)

60
Q

Created the Senior Executive Service

A

1978 Civil Service Reform Act, Jimmy Carter

61
Q

Catalytic government, steering not rowing
Customer-driven government
Community owned gov’t, empowering not serving
Enterprising gov’t, earning not spending

A

Reinventing Government, David Osborne and Ted Gaebler (1992)

62
Q

government does not have to be bureaucratic, rule-bound, control focused, and inflexible.

A

Breaking through Bureaucracy, Michael Barzelay (1992)

63
Q

Our mission is to create a government that “works better, costs less, and gets results Americans care about.”

A

Al Gore NPR National Performance Review, became the National Partnership for Reinventing Government

64
Q

The purpose of public managers is to create public value, just as the purpose for private sector managers is to create return on investment for their stakeholders

A

Creating Public Value, Mark H. Moore (1995)

65
Q

“The governance thesis is that there has been a fundamental shift from big government to the process of political decentralization-diffusion.”

A

Classics of Public Administration, Jay M. Shafritz and Albert C. Hyde (2011)

66
Q

not interested in “day to day administration”

PA: “common sense and honest intentions” not more difficult to direct than a garden

A

Thomas Jefferson

67
Q

“One thing does seem assured: public administration is recognizing that the future of public administration is no longer administrative.”

A

Classics of Public Administration,
Jay M. Shafritz and
Albert C. Hyde

68
Q

“dead wood”

A

How Jimmy Carter characterized poor performing civil servants that needed to be removed during his reform campaign.

69
Q

Groups of people who are continually enhancing their capabilities to create what they want to create

A

Learning Organization, Peter Senge

70
Q

“in order to survive we need to change”

A

W. Edwards Deming

71
Q

Only 1 in 7 will change when told they will die if they don’t
hold value paradoxes, examine counterproductive behaviors and competing commitments

A

Kegan & Lahey, Immunity to Change

MPA (8 decks)

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