Does it make any sense for the government to think long term? One agency, NASA, developed a 200-year strategic plan, at one point. They engaged futurists and science fiction writers to help develop a plan for interplanetary exploration. Maybe it makes sense for NASA, but what about other agencies?
How an issue is framed can strongly influence how a person responds. This insight has led to whole new fields of economics and social science called “behavioral economics” or “behavioral interventions.” Government managers, however, can use these new approaches to dramatically improve the performance of their programs, if done right.
The traditional leader is seen as a charismatic hero, a lone figure, towering above the rest. These are seen more in the military or business worlds – Gen. George Patton, auto executive Lee Iaccoco, computer guru Steve Jobs. But in reality, the success of a leader depends on the context, or environment, in which they work – the deck they’ve been dealt. Even the heroes.
Citizen engagement has traditionally been viewed as citizens participating in community activities such as testifying on policy proposals, budgets, and strategic plans. But government does more than policy and budget. And citizens want to do more than testify or volunteer at the local food bank.