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This is a hopeful account of the potential for organizational change and improvement within government. Despite the mantra that "people resist change," it is possible to effect meaningful reform in a large bureaucracy. In Unleashing Change, public management expert Steven Kelman presents a blueprint for accomplishing such improvements, based on his experience orchestrating procurement reform in the 1990s. Kelman's focuses on making change happen on the front lines, not just getting it announced by senior policymakers. He argues that frequently there will be a constituency for change within government organizations. The role for leaders is not to force change on the unwilling but to unleash the willing, and to persist long enough for the change to become institutionalized. Drawing on the author's own personal experience and extensive research among frontline civil servants, as well as literature in organization theory and psychology, Un leashing Change presents an approach for improving agency performance from soup to nuts—mixing theory with practice. Its analysis is innovative and empirically rich. Kelman's conclusions challenge conventional notions about achieving reform in large organizations and mark a major advance in theories of organizational change. His lessons will be of interest not only to scholars interested in improving the performance of the public sector, but for anyone struggling to manage a large organization. "Steve Kelman's creative research, augmented by his own considerable experience as a reform-minded federal official, gives this book unusual depth and authenticity."—Rosabeth Moss Kanter, Harvard Business School, author of Con fidence: How Winning Streaks and Losing Streaks Begin and End
- Sales Rank: #283690 in Books
- Brand: Brand: Brookings Institution Press
- Published on: 2005-06-09
- Original language: English
- Number of items: 1
- Dimensions: 9.02" h x .72" w x 5.98" l, .97 pounds
- Binding: Paperback
- 308 pages
- Used Book in Good Condition
Review
"Blending abstract or mathematical models with practical-minded situation and responses, Unleashing Change is a valuable resource and reference to consult when attempting large-scale bureacratic reorganizations, from corporate hierarchies to the government of nations." — Wisconsin Bookwatch
"Steve Kelman's creative research, augmented by his own considerable experience as a reform-minded federal official, gives this book unusual depth and authenticity." —Rosabeth Moss Kanter, Harvard Business School
"An excellent book...readable and whilst secure intellectually it also touches on practical concerns." —Colin Carnall, Journal of Change Managment, 11/1/2005
" " — Reference and Research Book News, 11/1/2005
"An original and important contribution to the literature.... This major contribution effectively undercuts archaic clichés and offers strong possibilities for future research that could have a significant impact on public administration theory and practice." —E. Lewis, New College of Florida, Choice, 12/1/2005
"There can be little doubt that this is a clever and interesting book. Its conceptual and methodological sophistication carry it well above most run-of-the-mill public administration texts and, equally, above many books on change management.... It is an accomplished work by a leading public management academic. A satisfying analysis of a particular episode, it is also full of stimulating ideas that can be carried further in other contexts." —Christopher Pollitt, Erasmus University Rotterdam, Administrative Science Quarterly, 6/1/2006
"Steve Kelman's UNLEASHING CHANGE is empirical social science at its best and administrative science at its finest. An analytic tour de force, it is also surprisingly personal and engaging. Kelman not only lays out a potent and thoughtful conceptual framework, but also relates the compelling tale of an academic actually using that framework to great effect. A 'must' read." —Roderick M. Kramer, Stanford Graduate School of Business
"He writes in a clear, readable style, using memorable examples and avoiding the usual management jargon. This 308-page book offers a clear road map for anyone looking to make organizational changes." —Trudy Walsh, Government Leader: Managing for Results
"I am confident that public administration scholars will read it for many years to come. Kelman masterfully operationalizes concepts drawn from social psychology, constructs and analyzes nonlinear and interaction effects, and breaks his large sample into informative subsamples." —Sanford Borins, University of Toronto, Journal of Public Administration Research and Theory, 8/24/2005
"Kelman's study of a large-scale reform effort on the front lines of government provides an unusually rich and complex look at how change occurs. This book will be useful both to academics and practitioners/polcy makers....This book reminds us what social science is all about. Organization and management theory could use more studies like this." —Kathleen M. Sutcliffe, University of Michigan, Ann Arbor, Academy of Management Review
"This is an interesting and important book. It illustrates a valuable, successful intervention, and it debunks many taken-for-granted assumptions about organizational change." —Jean M. Bartunek, Boston College, International Public Management Journal
"Steve Kelman offers a unique and crucial perspective on this very important instance of the worldwide movement toward 'debureaucratizing' government. He brings to the study of organizational change the insightful, informative mix of an experienced executive's observations and a social scientist's analysis of rich survey evidence. Everyone concerned with good government needs to get this book." —Hal G. Rainey, School of Public and International Affairs, University of Georgia
"This is an extraordinary book that might cause a 'mental revolution' in any public administration scholar who reads it....Steve Kelman masterfully engages the reader in a provocative intellectual dialogue that reaches out to the postbureaucratic world." —Vadym V. Pyrozhenko, Syracuse University, Public Administration Review
About the Author
Steven Kelman is the Weatherhead Professor of Public Management at Harvard University's John F. Kennedy School of Government. From 1993 to 1997 he administered the Office of Federal Procurement Policy at the U.S. Office of Management and Budget, where he was a leading figure in "reinventing government" efforts. His previous books include Procurement and Public Management: The Fear of Discretion and the Quality of Government Performance and Making Public Policy: A Hopeful View of American Government.
Most helpful customer reviews
3 of 4 people found the following review helpful.
Kelman Hits the Mark
By Acquisition Professional
Kelman's study of change within the federal acquisition corps is a must read for all public policy academics and practitioners. This study clearly articulates the unique challenges and pressures that front-line acquisition specialists face as they go about their day-to-day tasks of spending billions of dollars through the procurement process.
During his tenure as the Clinton Administration's procurement czar, Kelman arguably brought more positive change to the federal acquisition process than did the combined efforts of his predecessors and successors. The book is much more than a chronicle of his experiences during his tenure. In a way that transcends party politics, Kelman has contributed significantly to the scant body of literature on change in the federal government. Moreover, hs has provided scholars and practitioners a clear roadmap for how to effect positive change in the future.
This book should be part of every federal executives' library as it will help them to better understand the value and impact of the mid-level federal career employee.
12 of 18 people found the following review helpful.
Ugh--a study of procurement reform by the one who created it
By nonprofit lover
Okay, what's the least likely study to be credible? How about one from the guy who led procurement reform under Clinton that uses a survey of his friends in the procurement offices that he once led? Kelman doesn't ask the actual people who still buy stuff in government--the front-line staffers, FEMA people, etc., who make the decisions. Rather, he asks the people who are in the procurement offices. What's the bias here? Who's most likely to say procurement reform was successful than the people who are administering it? And what if the request for interviews come from the guy who just might be their boss again under the next Democratic president? Although Kelman uses lots of statistical analysis to make his points, it's garbage in/garbage out. The data on which the book is based are flawed, self-interested, and not particularly reliable. Had Kelman wanted an honest study of the impact of his reforms, he would have done the interviews of procurement officers AND their customers, and would not have told anyone that he was behind the survey. But, near as I can tell, the survey came straight from Kelman, was clearly identified as his. Even here, however, readers get little information on just how the survey was conducted--when was the survey done? where is the questionnaire? what were the overall results? Nothing here. Kelman fails the basic social science test of transparency.
Wish it had been better. Kelman is capable of many things, but statistical social science is not one of them.
3 of 5 people found the following review helpful.
An ambitious blueprint for accomplishing goals in reform
By Midwest Book Review
Public management expert Steven Kelman presents Unleashing Change: A Study Of Organizational Renewal In Government, an ambitious blueprint for accomplishing goals in reform, based heavily on his involvement in federal procurement reform in the 1990s. Chapters address the smoothest way to introduce change, how change effort feeds on itself in theory and evidence, applying models and determinants, methodological considerations, and much more. Blending abstract or mathematical models with practical-minded situations and responses, Unleashing Change is a valuable resource and reference to consult when attempting large-scale bureaucratic reorganizations, from corporate hierarchies to the government of nations.
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