000			03515cam a22003734i 4500
001			124542
005			20230410121003.0
008			160606s2016 dcu b 000 0 eng
035			_a19122802
925	0		_aacquire _b1 shelf copy _xpolicy default _eclaim1 2017-01-25
942			_2lcc _cbk
010			_a 2016017500
020			_a9780815722069 (pbk : alk. paper)
020			_a9780815722076 (ebook)
040			_aDLC _beng _cDLC _erda _dDLC
041			_aEng
042			_apcc
050	1	4	_aJF 1501 _bJ79d 2016
082	0	0	_a352.3
100	1		_aJong, Jorrit de,
245	1	0	_aDealing with dysfunction : _binnovative problem solving in the public sector / _cJorrit de Jong, Ash Center for Democratic Governance and Innovation, John F. Kennedy School of Government, Harvard University .
260			_aWashington, D.C. : _bBrookings Institution Press, _c[2016]
300			_axiv, 290 p. : _bill. ; _c23 cm
520			_a"Congressional impasse, financially untenable social programs, and fiscal crises are hallmarks of bureaucratic dysfunction today. Jorrit de Jong explains that bureaucratic dysfunction reflects a breach of contract between the government-not only as a provider of services, but also as a catalyst for improved social outcomes-and a public comprised of clients, professionals, managers, and policymakers. Dealing with Dysfunction embarks on a conceptual, theoretical, and empirical investigation to understand why bureaucratic dysfunction is a public problem and what can be done to solve it. Jorrit employs real-world data from an independent nonprofit action research team he founded: the Kafka Brigade. Building on this research, he presents 14 case studies, from licensing an Amsterdam sandwich shop to sorting out immigrant rights, which are typical of a larger problem and applicable to a broad base of clients. Utilizing data from these case studies, Dealing with Dysfunction illustrates how stakeholders can enact an inclusive process for identifying, defining, diagnosing, and remedying incidences of red tape. Further, this study highlights the failings of standard approaches to solving institutional dilemmas. Jorrit argues that effective problem solving in the public sector should adopt the following principles: Diagnostics for appropriately identifying and dissecting diverse types of dysfunction; Distribution of problem-solving capacities to connect institutions and individuals, Cross-organizational learning to transform accountability structures, Bottom-up incrementalism that prevails over top-down regulatory reform, Dealing with Dysfunction offers conceptual frameworks, theoretical insights, and practical lessons for dealing with bureaucratic dysfunction in practice. It challenges conventional approaches toward "fighting bureaucracy" and "reducing red tape" and emphasizes the importance of rigorous public problem solving for making government more effective, efficient, and equitable"-- _cProvided by publisher.
504			_aIncludes bibliographical references (pages 269-281)
650		0	_aBureaucracy _vCase studies.
650		0	_aPublic administration _vCase studies.
650		0	_aGovernment accountability _vCase studies.
650		0	_aProblem solving _vCase studies.
650		4	_aAdministración pública _vCasos
650		4	_aPolíticas públicas _vCasos
776	0	8	_iOnline version: _aJong, Jorrit de, author. _tDealing with dysfunction _dWashington, D.C. : Brookings Institution Press, 2016 _z9780815722076 _w(DLC) 2016029634
946			_adpf
999			_c55721 _d55721