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American government is in the midst of a reputation crisis. An overwhelming majority of citizens—Republicans and Democrats alike—hold negative perceptions of the government and believe it is wasteful, inefficient, and doing a generally poor job managing public programs and providing public services. When social problems arise, Americans are therefore skeptical that the government has the ability to respond effectively. It’s a serious problem, argues Amy E. Lerman, and it will not be a simple one to fix. With Good Enough for Government Work, Lerman uses surveys, experiments, and public opinion data to argue persuasively that the reputation of government is itself an impediment to government’s ability to achieve the common good. In addition to improving its efficiency and effectiveness, government therefore has an equally critical task: countering the belief that the public sector is mired in incompetence. Lerman takes readers through the main challenges. Negative perceptions are highly resistant to change, she shows, because we tend to perceive the world in a way that confirms our negative stereotypes of government—even in the face of new information. Those who hold particularly negative perceptions also begin to “opt out” in favor of private alternatives, such as sending their children to private schools, living in gated communities, and refusing to participate in public health insurance programs. When sufficient numbers of people opt out of public services, the result can be a decline in the objective quality of public provision. In this way, citizens’ beliefs about government can quickly become a self-fulfilling prophecy, with consequences for all. Lerman concludes with practical solutions for how the government might improve its reputation and roll back current efforts to eliminate or privatize even some of the most critical public services.
American government is in the midst of a reputation crisis. An overwhelming majority of citizens—Republicans and Democrats alike—hold negative perceptions of the government and believe it is wasteful, inefficient, and doing a generally poor job managing public programs and providing public services. When social problems arise, Americans are therefore skeptical that the government has the ability to respond effectively. It’s a serious problem, argues Amy E. Lerman, and it will not be a simple one to fix. With Good Enough for Government Work, Lerman uses surveys, experiments, and public opinion data to argue persuasively that the reputation of government is itself an impediment to government’s ability to achieve the common good. In addition to improving its efficiency and effectiveness, government therefore has an equally critical task: countering the belief that the public sector is mired in incompetence. Lerman takes readers through the main challenges. Negative perceptions are highly resistant to change, she shows, because we tend to perceive the world in a way that confirms our negative stereotypes of government—even in the face of new information. Those who hold particularly negative perceptions also begin to “opt out” in favor of private alternatives, such as sending their children to private schools, living in gated communities, and refusing to participate in public health insurance programs. When sufficient numbers of people opt out of public services, the result can be a decline in the objective quality of public provision. In this way, citizens’ beliefs about government can quickly become a self-fulfilling prophecy, with consequences for all. Lerman concludes with practical solutions for how the government might improve its reputation and roll back current efforts to eliminate or privatize even some of the most critical public services.
Learn the crucial ins and outs of the world’s largest market The U.S government market represents the largest single market—anywhere. Government contract tracking firm Onvia estimates that government business—federal, state, local, and education—represents better than 40 percent of the nation’s GDP. While anyone can play in this market, only those with the right preparation can win. Selling to the Government offers real-world advice for successful entry into the biggest market anywhere. Get proven approaches, strategies, tactics, and tools to make your business stand out, build relationships, understand procedures, and win high-stakes contracts. • Every year thousands of companies enter the massive U.S. Government (BtoG) marketplace, and by the end of the first year, most are gone and less than 10 percent make it to year two • Author has advised hundreds of companies, including Apple, Dell, CDW, Northrop Grumman, General Dynamics, IT, GTSI, and many small firms, on all aspects of marketing and selling to the government From the go/no-go decision, through company infrastructure requirements, marketing, sales, business development, and more, this book offers the best advice from the most recognized authority in the market.
If you are a leader content with just getting by, this book is not for you. However, if your life’s purpose is to reach God’s best for your life and to lead others to achieve their best then this book can make a difference every day for the rest of your life. Not only that, it can help you to lead other people, whether in your family, your church, or your organization. The life principles outlined in these pages are time tested, easily adaptable, and well proven. They have worked. They do work. They will work for you. Using solid Bible principles and inspiring life-transforming illustrations, Robert Leslie Holmes invites you to join him on a step-by-step journey of faith and hope that will make life better for you and you better for life.
The central questions of this book are: How do the best managers behave? What sets them apart from their peers? What impact do they have on their subordinates and co-workers? The theme and organizing idea of the book is the good enough manager ® or GEM. The concept is based on the psychological theory of the good enough mother who provides an environment where an infant learns to develop an autonomous and genuine self. She does this by responding with empathy and adapting her behavior, completely meeting the child’s needs in the beginning and then gradually letting go, allowing more autonomy and room for the child to add something uniquely his own to the relationship. This book is based on a primary principle: Just as there is no such thing as a perfect parent, managing people in organizations is an inherently human and fallible endeavor, mainly because managing occurs by and through human relationships. Through the words of over 1000 study respondents, GEMs are shown to be mentors and teachers, relationship builders, and models of integrity for their workers. Each of these themes is explored, making connections to the "right brain" thinking of artists and other creative professionals, managing with emotional intelligence, and historical ideas about management and leadership as adaptive human processes.