Governments are increasing their use of collaboration by: creating ad hoc networks in response to emergencies, and aligning governmental and nongovernmental organizations to work interdependently to achieve common goals.
As with each edition, this issue of The Business of Government magazine has as its focus the core mission of the Center—connecting research to practice as a means to improve public management. We do this by bringing together insights and perspectives, blended with an equal measure of practicality and reflection, from an array of government leaders, public managers, thinkers, practitioners, and academics.
This guide offers ideas on how agencies can start closing the gaps between managers and staff, as well as tips on how to use the Staff/Manager Alignment Score to supplement and refine efforts to improve the workplace.
This article is adapted from Susan Hannam and Bonni Yordi,
“Engaging a Multi-Generational Workforce: Practical Advice
for Government Managers” (Washington, DC: IBM Center for
The Business of Government, 2011).
Over the last 13 years, we published more than 300 research reports and interviewed some
300 senior government executives. It is from this rich library that we’ve identified several
broad societal trends that we believe are changing what it takes to be a successful leader at
all levels of government.
I always consider a conference a success if I come away inspired by one big idea. That happened to me at the recent annual conference of the American Society for Public Administration. I’ve been mulling over a series of presentations given at that conference that coincidentally helped me think more clearly about “complexity theory” and “complex adaptive systems.”