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It started two decades ago with CompStat in the New York City Police Department, and quickly jumped to police agencies across the U.S. and other nations. It was adapted by Baltimore, which created CitiStat—the first application of this leadership strategy to an entire jurisdiction. Today, governments at all levels employ PerformanceStat: a focused effort by public executives to exploit the power of purpose and motivation, responsibility and discretion, data and meetings, analysis and learning, feedback and follow-up—all to improve government's performance.

Here, Harvard leadership and management guru Robert Behn analyzes the leadership behaviors at the core of PerformanceStat to identify how they work to produce results. He examines how the leaders of a variety of public organizations employ the strategy—the way the Los Angeles County Department of Public Social Services uses its DPSSTATS to promote economic independence, how the City of New Orleans uses its BlightStat to eradicate blight in city neighborhoods, and what the Federal Emergency Management Agency does with its FEMAStat to ensure that the lessons from each crisis response, recovery, and mitigation are applied in the future. How best to harness the strategy's full capacity? The PerformanceStat Potential explains all.

Table of Contents

  1. Front Cover
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  1. Series Page, Title Page, Copyright, Dedication
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  1. Table of Contents
  2. pp. vii-viii
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  1. Acknowledgments: Years in the Making, a Cast of Thousands
  2. pp. ix-xiv
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  1. Preface
  2. pp. xv-xvi
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  1. 1. CompStat and Its PerformanceStat Progeny
  2. pp. 1-11
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  1. 2. Searching for PerformanceStat
  2. pp. 12-25
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  1. 3. Clarifying PerformanceStat
  2. pp. 26-42
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  1. 4. Distinguishing CompStat's Impact
  2. pp. 43-58
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  1. 5. Committing to a Purpose
  2. pp. 59-77
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  1. 6. Establishing Responsibilities Plus Discretion
  2. pp. 78-94
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  1. 7. Distinguishing PerformanceStat's Effects
  2. pp. 95-122
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  1. 8. Collecting the Data
  2. pp. 123-144
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  1. 9. Analyzing and Learning from the Data
  2. pp. 145-171
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  1. 10. Conducting the Meetings
  2. pp. 172-192
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  1. 11. Carrying Out the Feedback and Follow-Up
  2. pp. 193-206
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  1. 12. Creating Organizational Competence and Commitment
  2. pp. 207-226
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  1. 13. Learning to Make the Necessary Adaptations
  2. pp. 227-244
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  1. 14. Thinking about Cause and Effect
  2. pp. 245-260
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  1. 15. Appreciating Leadership's Causal Behaviors
  2. pp. 261-281
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  1. 16. Making the Leadership Commitment
  2. pp. 282-302
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  1. Appendix A. Eight Possible Societal Explanations for Crime Decline
  2. pp. 303-310
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  1. Appendix B. Operational Issues for Regular PerformanceStat Meetings
  2. pp. 311-315
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  1. Appendix C. The Motivational Consequences of Feedback and Rewards
  2. pp. 316-318
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  1. Appendix D. Causal Contributors to the Missing Competences
  2. pp. 319-322
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  1. Notes
  2. pp. 323-400
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  1. Index
  2. pp. 401-414
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  1. Back Cover
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Additional Information

ISBN
9780815725282
Print ISBN
9780815725275
MARC Record
OCLC
881023281
Pages
413
Launched on MUSE
2014-07-08
Language
English
Open Access
N
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