There is continual concern about the ability of governments to perform the duties and responsibilities that their citizens have come to expect from them. Many citizens view government as inept, arthritic, and dedicated to the preservation of the bureaucratic status quo. As we close the twentieth century, the challenge for democratic governments is to become adaptive, flexible, innovative, and creative. In short, they need to become learning organizations. This book explores what it will take for governments to break out of their traditional ways of approaching problems and learn new approaches to finding solutions. Can Governments Learn? examines organizational learning in the public sector. It seeks to understand the role policy and program evaluation information can play in helping governments learn. Among the democratic societies studied are Belgium, Canada, the Netherlands, Sweden, and the United States. Significantly, the studies documented here show that the concept of organizational learning has vitality and applicability cross-nationally. Can Governments Learn? evaluates preconditions for governmental learning as well as the institutional and human resource factors that contribute to the process. This volume in the Comparative Policy Analysis Series is essential for policymakers, government officials, and scholars interested in improving the performance of governments.

Can Governments Learn? American Foreign Policy and Central American Revolutions examines U.S. foreign policy toward revolutions which use Marxist rhetoric, receive material aid from the Soviet Union, and are directed against a repressive government that has been the beneficiary of substantial material and political assistance from the United States. The case material is drawn from the history of American policy in Latin America; the 1954 overthrow of a leftist government in Guatemala; the evolution of Cuban policy from 1958 to 1962; and the repetition of similar policies in the 1980s. This book is comprised of seven chapters and begins by reviewing the history of America's failed Bay of Pigs invasion in 1961, Operation MONGOOSE, and the Cuban nuclear confrontation crisis of 1962. The successful use of the Bay of Pigs model in 1954 (against a government in Guatemala) is examined, along with the U.S. government's contract with the Mafia to assassinate Premier Fidel Castro at the time of the Bay of Pigs invasion. The following chapters look at three vectors reflecting the blockage of government learning: the adoption of similar policies across historical encounters; the repetition of collectively self-blocking behavior within the national security decision process; and the repetition of a common syndrome of errors in judgment and perception. The final chapter analyzes American foreign policy toward Central America in the 1980s and offers suggestions to improve the foreign policy learning rate. This monograph will be of interest to diplomats, politicians, political scientists, and others concerned with international relations.

This book provides a fresh look at the process by which governments hold themselves accountable to their citizens for performance. Unlike the plethora of other books in the field, it examines all aspects of the Performance Management and Budgeting issue, not only from the federal, state, and local perspectives, but also internationally in both developing and developed countries.Covering both conceptual and theoretical frameworks in performance management and budget, the book analyzes the effectiveness of different approaches. Featuring insights from a group of distinguished contributors, it ties current performance management approaches into the century-old literature on public sector reform and management, and presents arguments for and against performance management as well as recommendations on how to improve the enterprise.

Describes the principal findings of happiness researchers, assesses the strengths and weaknesses of such research, and looks at how governments could use results when formulating policies to improve the lives of citizens.

Some analysts have called distrust the biggest governmental crisis of our time. It is unquestionably a huge problem, undermining confidence in our elected institutions, shrinking social capital, slowing innovation, and raising existential questions for democratic government itself. What’s behind the rising distrust in democracies around the world and can we do anything about it? In this lively and thought-provoking essay, Donald F. Kettl, a leading scholar of public policy and management, investigates the deep historical roots of distrust in government, exploring its effects on the social contract between citizens and their elected representatives. Most importantly, the book examines the strategies that present-day governments can follow to earn back our trust, so that the officials we elect can govern more effectively on our behalf.

"Learn About the United States" is intended to help permanent residents gain a deeper understanding of U.S. history and government as they prepare to become citizens. The product presents 96 short lessons, based on the sample questions from which the civics portion of the naturalization test is drawn. An audio CD that allows students to listen to the questions, answers, and civics lessons read aloud is also included. For immigrants preparing to naturalize, the chance to learn more about the history and government of the United States will make their journey toward citizenship a more meaningful one.

In recognition of its 20th anniversary, The IBM Center for the Business of Government offers a retrospective of the most significant changes in government management during that period and looks forward over the next 20 years to offer alternative scenarios as to what government management might look like by the year 2040. Part I will discuss significant management improvements in the federal government over the past 20 years, based in part on a crowdsourced survey of knowledgeable government officials and public administration experts in the field. It will draw on themes and topics examined in the 350 IBM Center reports published over the past two decades. Part II will outline alternative scenarios of how government might change over the coming 20 years. The scenarios will be developed based on a series of envisioning sessions which are bringing together practitioners and academics to examine the future. The scenarios will be supplemented with short essays on various topics. Part II will also include essays by winners of the Center’s Challenge Grant competition. Challenge Grant winners will be awarded grants to identify futuristic visions of government in 2040. Contributions by Mark A. Abramson, David A. Bray, Daniel J. Chenok, Lee Feldman, Lora Frecks, Hollie Russon Gilman, Lori Gordon, John M. Kamensky, Michael J. Keegan, W. Henry Lambright, Tad McGalliard, Shelley H. Metzenbaum, Marc Ott, Sukumar Rao, and Darrell M. West.