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Paradigms of Government

Paradigms of Government. What is a Government?. The image of the leaders? The collective image of the Citizens of the country? A collection of institutions?. What is the Paradigm of the Paradigm of a Government?. Business Organizations Appropriate? Assumptions Homo economis

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Paradigms of Government

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  1. Paradigms of Government

  2. What is a Government? • The image of the leaders? • The collective image of the Citizens of the country? • A collection of institutions?

  3. What is the Paradigm of the Paradigm of a Government? • Business Organizations • Appropriate? • Assumptions • Homo economis • What is the Rational Actor Model? • What is Comprehensive Rationality?

  4. Simon’s answer • Comprehensive Rationality is not possible because the problems are too large. Therefore: • Make the problem smaller • Satisfice • Search for the first acceptable alternative • Avoid uncertainty • Develop repertoires of action programs

  5. Allison’s answer • 3 factors in organizations • Goals, Expectations and Choice • His paradigm for institutional response: • Quasi resolution of conflict • Uncertainty avoidance • Problemistic Search (first alternative that meets the goals) • Organizational learning

  6. Returning to the top… • What is the product of Government? / What is the organizational objective of Government? • Action (or inaction) • Who / What are the actors? • Institutions ? / Individuals • How do they act? • Standard Operating Practices (SOP) • ROUTINES • What is the most difficult thing to do in Government? • Change the routine / SOP

  7. The Simple Paradigm • Structural Functional Analysis • Developed in the ’50s and early ’60s and out of favor by the late ’60s • BUT… • Answers the question. “If this is what the organizations mandate / goal / objective is (function), is the institutional structure capable of accomplishing these goals?”

  8. Innovation (Wilson) • What makes for innovative institutions? • Diversity in the organization innovation • Small organizations innovation • Big organizations • innovation and proposals • acceptance of innovation

  9. Technology, not resource depletion, is the driving force for substitution The consequences of poor strategies can be enormous and unpredictable Most forecasts are wrong, therefore robustness is a critical planning requirement The task of analysts is to lay out the options, not to tell the decision makers what to do Measure the right thing Do not confuse the systems approach with systems analysis Understand technologies and manage them accordingly Quality pays and cleaner is cheaper Don’t overemphasize science and de-emphasize engineering Government Sponsored R&D projects in areas where the government is not the user of the results are usually ineffective Lee, Ball and Tabors on Energy Policy

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