Behavioral Science: A Revolutionary Potential for Government? (Part VIII)

But  according to Apolitical, an international online magazine covering the public sector, “over the past nine years, a revolution has been spreading through governments around the world. Today, over 200 public bodies are using a combination of behavioural science, economics and psychology to craft better policy.”

Creating a Critical Mass of Talent and Resources for the Use of Behavioral Science in Government (Part VII)

More specifically, what is being done to foster the continued organic growth in the understanding and use of these approaches in the public sector? And how do we bridge their use between academics and practitioners?

Weekly Roundup: August 26-30, 2019

John Kamensky

Weekly Roundup: August 19-23, 2019

John Kamensky

Missing Expectations. Governing reports: “”Public pension plans are missing their investment earnings expectations for the first time in three years, a development that could strain future state and local budgets amid rising concerns that the national economy is slowing.”

Nudge in the City: Behavioral Science in Government (Part VI)

But that’s exactly what behavioral researchers found when trying to find ways to increase enrollment in a Philadelphia city program to provide low income senior citizens a discount on their water bills.

Weekly Roundup: August 12-16, 2019

John Kamensky

Weekly Roundup: August 5-9, 2019

John Kamensky

Using Behavioral Insights to Reduce Miner Injuries (Part V)

While their use in some agencies is in its infancy, other agencies have been using behavioral science approaches for years but only recently have their use been noticed more publicly. A good example is a five-year project in the Centers for Disease Prevention and Control (CDC) to reduce injuries and improve the health of workers in the mining industry.

Weekly Roundup: July 29 - August 2, 2019

John Kamensky

A Glimpse of the Future of Government Performance and Results

A decade ago, IBM Center author Shelley Metzenbaum laid out a set of guiding principles for improving federal performance management that include the importance of communicate trends and targets, not just target attainment and ratings, and the need to encourage performance improvement with increased diagnostic analysis, data-driven discussion, and knowledge sharing.

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Senior Fellow
IBM Center for The Business of Government
600 14th Street, NW Second Floor
Washington, DC 20005
United States
202-551-9341

Mr. Kamensky is a Senior Fellow with the IBM Center for The Business of Government and an Associate Partner with IBM's Global Business Services.

During 24 years of public service, he had a significant role in helping pioneer the federal government's performance and results orientation. Mr. Kamensky is passionate about helping transform government to be more results-oriented, performance-based, customer-driven, and collaborative in nature.

Prior to joining the IBM Center, he served for eight years as deputy director of Vice President Gore's National Partnership for Reinventing Government. Before that, he worked at the Government Accountability Office where he played a key role in the development and passage of the Government Performance and Results Act.

Since joining the IBM Center, he has co-edited six books and writes and speaks extensively on performance management and government reform.  Current areas of emphasis include transparency, collaboration, and citizen engagement.  He also blogs about management challenges in government.

Mr. Kamensky is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs, in Austin, Texas. He can be reached at: john.kamensky@us.ibm.com

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