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Why do top-down reforms to public services so often over-promise and under-deliver?
Using five concepts from psychology, economics and organisational sociology, Thomas Elston addresses this pressing question of good governance.
Rather than focusing on the challenge of implementation, Understanding and Improving Public Management Reforms reveals how flawed policy design is often the major contributor to reform failure. Cognitive bias, restrictive social institutions and inattention to ‘quiet costs’ during the policy-making process are essential to explaining the poor track record of reforms to date – and point the way towards better decision-making in future.
Written for policy professionals, service managers, students and researchers alike, this concise, practical and multidisciplinary study draws on varied examples to help reconceive the perennial problem of public management reform – and to propose new solutions.
Introduction
1. Public Management and Its Reform
2. Intuition, Bias, and Reform
3. Efficiency, Legitimacy, and Reform
4. Quiet Costs of Reform
5. Onward, Inter-disciplinary Reform