Katherine Barrett – författare

In this book, Barrett and Greene present evolving theories of performance management, the practices necessary for a good performance-based government, and the pitfalls that can easily be encountered along the way—andhow to avoid them. As performance management has evolved, it has encompassed many different tools and approaches including measurement, data analysis, evidence-based management, process improvement, research and evaluation. In the past, many of the efforts to improve performance in government have been fragmented, separated into silos and labeled with a variety of different names including performance-based budgeting, performance-informed management, managing for results and so on.Making Government Work: The Promises and Pitfalls of Performance-Informed Management by Katherine Barrett and Rich Greene is loaded with dozens of stories of what practitioners are currently working on—what’s working and what’s not. The benefits are ample, so are the challenges. This book describes both, along with practical steps taken by practitioners to make government work better. Readers will discover that while the authors strive to meet the documentation standards of carefully vetted academic papers, the approach they take is journalistic. Over the last year, Barrett and Greene talked to scores of state and local officials, as well as academics and other national experts to find out how performance management tools and approaches have changed, and what is coming in the near-term future. Performance management has been in a state of evolution for decades now, and so Barrett and Greene have endeavored to capture the state of the world as it is today. By detailing both the challenges and conquests of performance management in Making Government Work: The Promises and Pitfalls of Performance-Informed Management, Barrett and Greene ensure readers will find the kind of balanced information that is helpful to both academics and practitioners—and that can move the field forward.

In this book, Barrett and Greene present evolving theories of performance management, the practices necessary for a good performance-based government, and the pitfalls that can easily be encountered along the way—andhow to avoid them. As performance management has evolved, it has encompassed many different tools and approaches including measurement, data analysis, evidence-based management, process improvement, research and evaluation. In the past, many of the efforts to improve performance in government have been fragmented, separated into silos and labeled with a variety of different names including performance-based budgeting, performance-informed management, managing for results and so on.Making Government Work: The Promises and Pitfalls of Performance-Informed Management by Katherine Barrett and Rich Greene is loaded with dozens of stories of what practitioners are currently working on—what’s working and what’s not. The benefits are ample, so are the challenges. This book describes both, along with practical steps taken by practitioners to make government work better. Readers will discover that while the authors strive to meet the documentation standards of carefully vetted academic papers, the approach they take is journalistic. Over the last year, Barrett and Greene talked to scores of state and local officials, as well as academics and other national experts to find out how performance management tools and approaches have changed, and what is coming in the near-term future. Performance management has been in a state of evolution for decades now, and so Barrett and Greene have endeavored to capture the state of the world as it is today. By detailing both the challenges and conquests of performance management in Making Government Work: The Promises and Pitfalls of Performance-Informed Management, Barrett and Greene ensure readers will find the kind of balanced information that is helpful to both academics and practitioners—and that can move the field forward.

In this book, Barrett and Greene present evolving theories of performance management, the practices necessary for a good performance-based government, and the pitfalls that can easily be encountered along the way—andhow to avoid them. As performance management has evolved, it has encompassed many different tools and approaches including measurement, data analysis, evidence-based management, process improvement, research and evaluation. In the past, many of the efforts to improve performance in government have been fragmented, separated into silos and labeled with a variety of different names including performance-based budgeting, performance-informed management, managing for results and so on.Making Government Work: The Promises and Pitfalls of Performance-Informed Management by Katherine Barrett and Rich Greene is loaded with dozens of stories of what practitioners are currently working on—what’s working and what’s not. The benefits are ample, so are the challenges. This book describes both, along with practical steps taken by practitioners to make government work better. Readers will discover that while the authors strive to meet the documentation standards of carefully vetted academic papers, the approach they take is journalistic. Over the last year, Barrett and Greene talked to scores of state and local officials, as well as academics and other national experts to find out how performance management tools and approaches have changed, and what is coming in the near-term future. Performance management has been in a state of evolution for decades now, and so Barrett and Greene have endeavored to capture the state of the world as it is today. By detailing both the challenges and conquests of performance management in Making Government Work: The Promises and Pitfalls of Performance-Informed Management, Barrett and Greene ensure readers will find the kind of balanced information that is helpful to both academics and practitioners—and that can move the field forward.

Everyone who writes in the world of public affairs wants to make arguments that will move readers and shape policy. That world, however, is busy and noisy, and even the best ideas often get squeezed out in the frenetic pace of policy debates. No author wants that to happen to their hard work.In this fresh and lively book, Barrett, Greene, and Kettl combine more than a century of experience in writing to present a series of guidelines that will enable readers to successfully frame a policy argument; pitch it to editors; organize the work so that the ideas have real impact; support it with data and stories; find the right publisher; and follow up after publication to ensure that the argument has enduring impact. These basic steps work well—but work differently—for a wide variety of policy writing, from short blog posts through an op-eds, commentaries and policy briefs, dissertations, articles for both the popular press and academic journals, and books. The book is a handy manual for writers in the world of research who want to explore the start-to-finish process of writing for impact—and for authors who want to explore a single writing challenge in-depth. It is full of examples of both good and bad writing, as well as the authors’ own tales in navigating the road from a new idea to a written product that packs punch. It’s a fun and useful primer for steering the policy debate.

Everyone who writes in the world of public affairs wants to make arguments that will move readers and shape policy. That world, however, is busy and noisy, and even the best ideas often get squeezed out in the frenetic pace of policy debates. No author wants that to happen to their hard work.In this fresh and lively book, Barrett, Greene, and Kettl combine more than a century of experience in writing to present a series of guidelines that will enable readers to successfully frame a policy argument; pitch it to editors; organize the work so that the ideas have real impact; support it with data and stories; find the right publisher; and follow up after publication to ensure that the argument has enduring impact. These basic steps work well—but work differently—for a wide variety of policy writing, from short blog posts through an op-eds, commentaries and policy briefs, dissertations, articles for both the popular press and academic journals, and books. The book is a handy manual for writers in the world of research who want to explore the start-to-finish process of writing for impact—and for authors who want to explore a single writing challenge in-depth. It is full of examples of both good and bad writing, as well as the authors’ own tales in navigating the road from a new idea to a written product that packs punch. It’s a fun and useful primer for steering the policy debate.

Everyone who writes in the world of public affairs wants to make arguments that will move readers and shape policy. That world, however, is busy and noisy, and even the best ideas often get squeezed out in the frenetic pace of policy debates. No author wants that to happen to their hard work.In this fresh and lively book, Barrett, Greene, and Kettl combine more than a century of experience in writing to present a series of guidelines that will enable readers to successfully frame a policy argument; pitch it to editors; organize the work so that the ideas have real impact; support it with data and stories; find the right publisher; and follow up after publication to ensure that the argument has enduring impact. These basic steps work well—but work differently—for a wide variety of policy writing, from short blog posts through an op-eds, commentaries and policy briefs, dissertations, articles for both the popular press and academic journals, and books. The book is a handy manual for writers in the world of research who want to explore the start-to-finish process of writing for impact—and for authors who want to explore a single writing challenge in-depth. It is full of examples of both good and bad writing, as well as the authors’ own tales in navigating the road from a new idea to a written product that packs punch. It’s a fun and useful primer for steering the policy debate.