Eugene Bardach - Getting Agencies to Work Together: The Practice and Theory of Managerial Craftmanship
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Getting Agencies to Work Together: The Practice and Theory of Managerial Craftmanship
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The author of this text argues that todays opinion climate favouring more results-oriented government makes collaboration a lot more natural. He examines the difficulties, explains how they are sometimes overcome, and offers ideas for public managers, advocates, and other interested parties.
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Getting Agencies to Work Together : The Practice and Theory of Managerial Craftsmanship
author
:
Bardach, Eugene.
publisher
:
Brookings Institution Press
isbn10 | asin
:
0815707983
print isbn13
:
9780815707981
ebook isbn13
:
9780585034430
language
:
English
subject
Administrative agencies--United States--Management, Public administration--United States, Intergovernmental cooperation--United States.
publication date
:
1998
lcc
:
JF1601.B37 1998eb
ddc
:
352.2/6/0973
subject
:
Administrative agencies--United States--Management, Public administration--United States, Intergovernmental cooperation--United States.
Getting Agencies to Work Together
The Practice and Theory of Managerial Craftsmanship
EUGENE BARDACH
BROOKINGS INSTITUTION PRESS Washington, D.C.
ABOUT BROOKINGS
The Brookings Institution is a private nonprofit organization devoted to research, education, and publication on important issues of domestic and foreign policy. Its principal purpose is to bring knowledge to bear on current and emerging policy problems. The Institution maintains a position of neutrality on issues of public policy. Interpretations or conclusions in publications of the Brookings Institution Press should be understood to be soley those of the authors.
Library of Congress Cataloging-in-Publication data
Bardach, Eugene. Getting agencies to work together: The practice and theory of managerial craftsmanship/Eugene Bardach. p. cm. Includes bibliographical references and index. ISBN 0-8157-0798-3 (alk. paper) ISBN 0-8157-0797-5 (pbk.: alk. paper) 1. administrative agenciesUnited States-Management. 2. Public administrationUnited States. 3. Intergovernmental cooperation United States. I. Title. JF1601 .B37 1998 98-25467 352.2'6'0973ddc21CIP
987654321
The paper used in this publication meets the minimum requirements of the American National Standard for Information SciencesPermanence of Paper for Printed Library Materials, ANSI Z39.48-1984.
Typeset in Palatino
Composition by R. Lynn Rivenbark Macon, Georgia
Printed by R. R. Donnelley and Sons Harrisonburg, Virginia
Page v
Preface
THIS BOOK ORIGINATED as an idea for a study of the more ambitious and innovative forms of interagency collaboration in American state and local government. Since I began studying policy and program implementation in the early 1970s I have considered difficult interagency working relationships, which are usually strained if not absent, a significant but surmountable barrier to effective implementation. So have many other people, though with varying degrees of skepticism and hopefulness. Harold Seidman, a distinguished scholar of public administration, once mocked "interagency coordination" as a public administrator'sand academic'sphilosophers' stone.
Nonetheless, a bit more interagency collaboration is probably going on these days. In its most interesting manifestations it goes beyond traditional cost sharing in order to achieve economies of scale. It extends to the creation of joint-production capabilities, both in service delivery and in regulatory enforcement. My interest in the phenomenon was shared by the Innovations in American Government Program of the Ford Foundation and the Kennedy School of Government at Harvard, which have generously provided the principal support for this book. Interagency collaboration is often a needed platform for product innovations. A surprisingly large number of product innovations (or at least those found among the innovations program award winners) appear to require interagency collaboration of some kind to get them up and keep them running. In a sample of forty-six Ford Foundation innovations program award winners between 1986, when the program started, and 1994, I counted about half that fit this description.
Moreover, interagency collaboration in joint-production activities is in an important sense an innovation per se, albeit a process rather than a product innovation. I have often found a remarkable enthusiasm for
Page vi
the process among people engaged in it, a belief that they were doing something new and remarkable, even heroic. The collaborators say they often have to learn a new way of thinking, a new way of doing business, to put results ahead of procedures, capacity building above turf protection, trust ahead of suspicion, joint problem solving ahead of accepted, time-worn methods.
I hope that the book makes a contribution to the understanding of innovation in the ways I had originally imagined it would. I have grander hopes as well. As my research progressed I came to see an even more important connection between interagency collaboration and innovation. Both are special cases of a broader phenomenonnamely, creativity in public management, or perhaps more precisely, the creation of new things out of old materials.
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