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According to Osborne and Gaebler
(Governments that are tall, sluggish, over-centralized, and preoccupied
with rules and regulations don't work well. "We designed public agencies
to protect the public against politicians and bureaucrats gaining too
much power or misusing public money. In making it diffcult to steal the
public's money, we made it virtually impossible to mange the public's
money... In attempting to control virtually everything, we became so
obsessed with dictating how things should be done - regulating the
process, controlling thwe inputs - that we ingored the outcomes, the
results. Osborn and Gaebler ercommend Ėntrepreneuroial Government",
government that can - and must - compete with for-profit businesses,
nonprofirt agencies, and other units of government.
Osborne's and Gaebler's Ten
Principles of Reinvention
are:
-
Catalytic
Government (steering rather than rowing)
-
Community-owned Government (empowering rather than serving)
-
Competitive Government (injecting competition into service
delivery)
-
Mission-driven Government (transforming rule-driven
organizations)
-
Results-oriented Government (funding outcomes, not inputs)
-
Customer-driven Government (meeting the needs of the customer,
not the bureaucracy)
-
Enterprising Government (earning rather than spending)
-
Anticipatory Government (prevention rather than cure)
-
Decentralized Government (from hierarchy to participation and
teamwork)
-
Market-oriented Government (leveraging change trough the market)
David Osborne's and Ted Gaebler's
model for Entrepreneurial Government led to the initiation of the
National Performance Review (NPR) by Vice president Al Gore in
1994.
Compare the Principles of Reinvention
with other organization culture change approaches:
Fourteen Points of
Management |
Eight Attributes of Management Excellence |
Five Disciplines
| Theory XYZ
| BPR
More management models
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