Cover

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Contents

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pp. vii-x

List of Illustrations

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p. xi

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Preface

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pp. xiii-xiv

The Minnowbrook Conference, held every twenty years, is one of the most significant academic conferences in public administration in the United States. Minnowbrook I, which took place in 1968, marked the beginning of the “New Public Administration.” Minnowbrook II, which took place in 1988, reflected on the impact of the “New Public Administration.” Both Minnowbrook I and Minnowbrook II resulted in significant, historic, publications...

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Introduction: The Legacy of Minnowbrook

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pp. 1-16

The Minnowbrook conferences— held in 1968, 1988, and 2008 in the Adirondack Mountains in Upstate New York— are the cicadas of public administration: appearing every twenty years and having an impact on the landscape. These gatherings represent an extraordinary assembly of intellectual talent, past and present, new and seasoned. They are intended as an opportunity to take stock of where the field is, where the field is going, and where the ...

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PART I. Studying and Managing Public Organizations of the Future

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pp. 17-78

When we imagine public organizations of the future, many of us think of The Jetsons, the prime- time animated television show that was shown on Sunday nights in the early 1960s— with years of reruns and a cult-like following. The story of the Jetson family takes place in 2062. Aliens, flying people in special suits, flying cars that look like flying saucers with transparent bubble tops...

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From Performance Management to Democratic Performance Governance

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pp. 21-26

Much has changed since the original Minnowbrook meeting in 1968. Many of the values that the Minnowbrook- inspired New Public Administration criticized— efficiency, effectiveness, and means/end rationality— remain central to current approaches to governance. But traditional bureaucracies are still under attack. The start of the twenty-first century is characterized by limited faith in the expertise of managers and the capacity of governments...

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An Argument for Fully Incorporating Nonmission-Based Values into Public Administration

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pp. 27-31

Conspicuously absent from the theory and practice of public administration is a focus on non mission- based values, which are those values not associated with the central focus of an organization or program (Piotrowski and Rosenbloom 2002). For most public administrators, examples of these values include...

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Are We There Yet? From Taylor’s Triangle to Follett’s Web; From Knowledge Work to Emotion Work

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pp. 33-44

The theories of Frederick Taylor (and to a lesser extent those of Henry Gantt and Frank Gilbreth) and of Mary Parker Follett indelibly altered the management landscape. Taylor’s hierarchical, top- down, command- and- control approach to management relies on a strong leader with autonomous authority...

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The Raised Fist and the Magic Negro: Public Administration and the Black Public Administrator

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pp. 45-51

Before the 2008 Democratic Party’s national convention, an article appeared in The New York Times Magazine under the headline “Is Obama the End of Black Politics?” The article called attention to the difference between a new wave of African American politicians represented by Barack Obama...

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Social Equity in Public Administration: The Need for Fire

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pp. 53-57

This critique offers a normative argument that social equity in American public administration and policy is caught in an unproductive cycle. Instead of engaging in the process of “ready, aim, fire,” we are operating in a continuous cycle of “ready, aim, study more.” Examining social equity is an important part of public administration...

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. . . And the Pendulum Swings: A Call for Evidence-Based Public Organizations

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pp. 59-65

As with all things in society, government is prone to pendulum swings of trends and fashions of the way things “ought” to be done (Abrahamson 1991; Tolbert and Zucker 1983). Though the field has moved away from the simple Taylorist notion of “the one best way” to organize (Taylor 1911), isomorphic tendencies to adopt or accept the newest best practice are still...

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Public Administration: The Central Discipline in Homeland Security

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pp. 67-78

A new period in American history began on September 11, 2001, when the United States was attacked within its own borders, thrusting home-land security to the top of the national agenda. America has faced a profound transformation in the years since the terrorist attacks. At the ten- year anniversary of the attacks...

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PART II. Globalization

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pp. 79-106

The study and practice of public administration and international development management in the context of globalization, advanced information technology, and telecommunications have increasingly taken on new dimensions of connectedness, interdependency, and collaborative public management beyond state boundaries. Furthermore...

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The Study of Comparative Public Administration: Future Trajectories and Prospects

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pp. 81-93

Comparative public administration (CPA) is a field of study that seemed to die several times in the recent past but never did. This unusual ability to survive may indicate the usefulness of comparing public administration systems in differing countries. The beginning of the twenty- first century seems to signal the revival of CPA studies...

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Reinventing Public Administration for the Twenty-First Century: Toward a More Global and Generic Paradigm

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pp. 95-99

Since its inception, public administration has evolved through several substantive stages. At the turn of the twenty- first century, the field has encountered a serious challenge in that existing theories cannot well explain many of the recent happenings in a quickly changing world. This challenge, however....

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A Personal Memo from a Woman Teaching Public Administration in Asia

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pp. 101-106

I argue strongly that it is now time to once again critically rethink the field of public administration. This time it is not only about relevance to social issues— linking theory to practice, the focus of the Minnowbrook I Conference— but also about making the field truly relevant to public administration...

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PART III. Collaboration

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pp. 107-153

The year Minnowbrook III was held, the term “collaboration” was widely used in all sectors— public, private, nonprofit— and was especially prevalent in the public administration and public management literature. Collaboration means to co- labor to achieve common goals, often working across boundaries and in multisector and multiactor relationships...

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Collaborative Leadership and Local Governance

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pp. 111-116

The growing body of public administration literature on governance and governance networks suggests that there are new dimensions of connectedness, interdependency, complexity, uncertainty, and collaborative public management within government agencies, and even across international...

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The “New Emergency Management”: Applying the Lessons of Collaborative Governance to Twenty-First-Century Emergency Planning

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pp. 117-128

The organization and delivery of an effective public response in emergencies and disasters constitutes one of the most important public policy and management topics of the twenty-first century. As the scope of disasters grows, public officials find they must rely on a wider and more inclusive set of public and private partners....

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Collaborative Governance and Cross-Boundary Information Sharing: Envisioning a Networked and IT-Enabled Public Administration

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pp. 129-139

Within the context of emerging complex global and regional problems, a networked and information technology- enabled public administration emerges not only as a possible vision for a prepared public administration of the future but also as a necessary one. To be prepared for this future, we must understand how information is shared among government...

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Collaborative Governance and Climate Change: Opportunities for Public Administration

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pp. 141-153

Collaborative governance integrates structures for decision making, deliberative processes, leadership, and information to resolve and manage difficult public policy problems. Collaborative governance presents alternative and complementary approaches to engaging multiple interests from the public, private...

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PART IV. Deliberative Democracy and Public Participation

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pp. 155-183

With the backdrop of a historic presidential election in 2008, some have asserted that a new dawn in American democracy is about to begin. However, any optimism must be moderated by the low level of citizens’ trust and confidence in government. The public is often critical of elected officials and public administrators who shape policy and implement programs...

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Why Public Administration Should Take Deliberative Democracy Seriously

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pp. 159-165

This chapter argues that public administration must take deliberative democracy seriously. The chapter fi st describes the concept of deliberative democracy. It then identifies and explains three reasons why public administration should take such work seriously. It concludes with a brief discussion...

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When Should the Public Be Involved in Public Management? Design Principles with Case Applications

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pp. 167-176

A half century ago, a citizens’ revolution came to public administration. Coming both bottom- up from citizens and top- down from government, this revolution pushed for greater involvement by citizens in the administration of government programs and in the shaping of other community decisions about public values...

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The Use of Social Media to Dissolve Knowledge Silos in Government

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pp. 177-183

Knowledge sharing in the public sector is mostly regulated through rules, a clear sense of hierarchy with fixed reporting structures, standard operating procedures, and laws that tend to restrict the free fl ow of information across organizational boundaries. The result is that information produced in one agency might not be available...

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PART V. Teaching the Next Generation of Leaders

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pp. 185-244

What should public managers know about managing into the future when faced with a multitude of changes? These include changes to the size and role of government, a significantly expanded involvement in markets and the regulation of those markets, a blurring of traditional sector boundaries in providing public...

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Rebranding Public Administration for a Postsector Age

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pp. 189-198

The evidence on the careers of our students makes it clear that some of the assumptions of our classic images, particularly the career bureaucrat serving in one office or even one policy domain, are becoming inaccurate. It is increasingly common for our students to spend time in various sectors— government, nonprofit, and private— throughout...

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Can the Study and Practice of Public Service Ethics Be Recovered in a New Governance Era?

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pp. 199-209

In the United States, the last decade has brought a succession of high- profile ethical debacles in both the private and public sectors— from Enron to Hurricane Katrina to Abu Ghraib, Blackwater, and the collapse of the financial sector— events that have eroded the public’s trust in both private- and public- sector...

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The Status of the Law in Contemporary Public Administration Literature, Education, and Practice

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pp. 211-220

The law has never been central to mainstream public administrative theory and education in the United States. As a field of self- conscious study, public administration was initially defined as a field of management. In the first U.S. textbook on public administration, Introduction to the Study of Public Administration, Leonard White famously...

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Adding Value in a World of Diffuse Power: Reintroducing Public Management and Public Financial Management

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pp. 221-232

Although public administration is a field of continuous innovation, evolution, and reinvention, at its heart it remains concerned with discovering a better way of doing the public’s business. Some of the sharpest differences in public management are grounded in the question of how to accomplish this in a way that sustains public servants’ constitutional obligations...

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Teaching Democracy in Public Administration: Trends and Future Prospects

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pp. 233-244

Over the last century, the skills, ideas, and values upheld within the field of public administration (PA) have undergone several major shifts. We seem to be in the midst of another such transition, as PA schools react to new perspectives about the state of democracy and citizenship. Most of these arguments focus on the more participatory...

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PART VI. Remaining Relevant

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pp. 245-279

Although the quotations given above are from Minnowbrook I, they just as easily could have been from Minnowbrook III. In both the 2008 new scholars’ preconference workshop and the 2008 Lake Placid conference, commentary abounded about the lack of relevance of public administration literature, theory, and curricula...

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Making Public Administration Scholarship Matter

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pp. 249-254

The occasion to come together as young scholars to critique the field is both a great opportunity and responsibility. The discussions at the Minnowbrook I and II conferences (1968 and 1988) and at the 2008 young scholars’ preconference workshop highlight questions about the relevance of public administration scholarship to other fields of scholarly inquiry...

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The Challenge of Remaining Relevant

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pp. 255-260

One of the key themes at the original Minnowbrook Conference in 1968 was the challenge of remaining relevant (Marini 1971). Although the land-scape of public administration has changed considerably since the 1960s, remaining relevant continues to be a challenge facing public administration scholars...

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Has Public Administration “Repositioned” Itself?: Advances and Inertias in Transitioning to the Collaborative Governance Paradigm

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pp. 261-266

On the eve of the millennium at the American Political Science Association’s annual meeting, George Frederickson delivered the John Gaus Lecture, “The Repositioning of American Public Administration,” in which he foreshadowed the field’s continual migration toward theories of governance, cooperation, networking...

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Public Administration and Management Research: Evidence of Isolation and Unrealized Opportunity

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pp. 267-272

Public administration is commonly viewed as an inherently interdisciplinary field, defined by the need to address conflicting political, legal, and managerial values and processes (Rosenbloom 1983). As a result...

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Improving Collaboration Research by Emphasizing the Role of the Public Manager

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pp. 273-279

Since the late 1990s, scholars of public affairs and administration have focused increasing attention on the nature of interorganizational and inter-sectoral collaboration. Collaboration, or “co- labor,” manifests itself through strategic alliances, partnerships, joint ventures, teamwork, and other forms...

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Conclusion: Challenges and Opportunities, Crosscutting Themes, and Thoughts on the Future of Public Administration

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pp. 281-293

All academic disciplines have had enduring theoretical, empirical, methodological, and conceptual debates. Since the debate between Waldo and Simon, there has been continued unrest in the academic field of public administration. Such field definition and debate by Waldo, Simon, and others is a trend line that has continued...

List of Contributors

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pp. 295-298

Index

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pp. 299-322