David L. Weimer is the Edwin E. Witte Professor of Political Economy at the University of Wisconsin, Madison. His contributions to public policy scholarship have been widely recognized, receiving the Policy Field Distinguished Contribution Award from the Association for Public Policy Analysis and Management and the Outstanding Achievement Award from the Society for Benefit-Cost Analysis. He is Fellow of the National Academy of Public Administration.

'Dave Weimer is one of the most penetrating voices on public policy. With Negotiating Values, he engages with critical questions: how do institutions make life and death decisions? How do they convert public values into organizational rules? How can democracy and professional expertise co-exist? These questions have never been more important, and Weimer answers them with extraordinary insight.' Donald Moynihan, Harris Family Professor, Ford School of Public policy, University of Michigan

• 1. Rare opportunity: transparent implementation of organizational change; 2. Origins of the continuous distribution initiative; 3. Managing the implementation of organizational change; 4. Varieties of expertise; 5. Public (Community) participation in policy making; 6. Evidence and values in continuous distribution design; 7. Organ acceptance and continuous distribution; 8. Constructed collaboration: advantages and challenges; Appendix A: cited committee meetings.

David L. Weimer is the Edwin E. Witte Professor of Political Economy at the University of Wisconsin, Madison. His contributions to public policy scholarship have been widely recognized, receiving the Policy Field Distinguished Contribution Award from the Association for Public Policy Analysis and Management and the Outstanding Achievement Award from the Society for Benefit-Cost Analysis. He is Fellow of the National Academy of Public Administration.

'Dave Weimer is one of the most penetrating voices on public policy. With Negotiating Values, he engages with critical questions: how do institutions make life and death decisions? How do they convert public values into organizational rules? How can democracy and professional expertise co-exist? These questions have never been more important, and Weimer answers them with extraordinary insight.' Donald Moynihan, Harris Family Professor, Ford School of Public policy, University of Michigan

• 1. Rare opportunity: transparent implementation of organizational change; 2. Origins of the continuous distribution initiative; 3. Managing the implementation of organizational change; 4. Varieties of expertise; 5. Public (Community) participation in policy making; 6. Evidence and values in continuous distribution design; 7. Organ acceptance and continuous distribution; 8. Constructed collaboration: advantages and challenges; Appendix A: cited committee meetings.

David L. Weimer is the Edwin E. Witte Professor of Political Economy at the University of Wisconsin, Madison. His contributions to public policy scholarship have been widely recognized, receiving the Policy Field Distinguished Contribution Award from the Association for Public Policy Analysis and Management and the Outstanding Achievement Award from the Society for Benefit-Cost Analysis. He is Fellow of the National Academy of Public Administration.

'Dave Weimer is one of the most penetrating voices on public policy. With Negotiating Values, he engages with critical questions: how do institutions make life and death decisions? How do they convert public values into organizational rules? How can democracy and professional expertise co-exist? These questions have never been more important, and Weimer answers them with extraordinary insight.' Donald Moynihan, Harris Family Professor, Ford School of Public policy, University of Michigan

• 1. Rare opportunity: transparent implementation of organizational change; 2. Origins of the continuous distribution initiative; 3. Managing the implementation of organizational change; 4. Varieties of expertise; 5. Public (Community) participation in policy making; 6. Evidence and values in continuous distribution design; 7. Organ acceptance and continuous distribution; 8. Constructed collaboration: advantages and challenges; Appendix A: cited committee meetings.