Changing Public Sector Values by Montgomery Van Wart

By Montgomery Van Wart

First released in 1998. Routledge is an imprint of Taylor & Francis, an informa corporation.

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Generally, political candidates who do not have strong honesty ratings cannot succeed. However, in a preelection poll, Bill Clinton had substantially lower honesty ratings than Bob Dole yet was overwhelmingly favored (by approximately 20 percent) for election, based on much higher competency ratings. 21. For teams, see Jon R. Katzenbach and Douglas K. Smith, The Wisdom of Teams: Creating the High Performance Organization (Boston: Harvard Business School Press, 1993); for organizations, see Stephen R.

Evan M. Berman and Jonathan P. West, "Values Management in Local Government: A Survey of Progress and Future Directions:' Paper delivered at the National Conference of the American Society for Public Administration (San Francisco, June 1993), pp. 16-17. , p. 21. For a sampling of others who concur, see Elliott Richardson and the Council for Excellence in Government, "Ethical Principles for Public Servants:' Public Manager 4 (Winter 1992-1993), p. 38; Linda Dennard, "Recognizing the Right Thing to Do:' Public Administration Review 51, no.

Professionalism has characteristics that are attractive to public sector organizations. Professionals tend to have clear and extremely specific ideas about required education and training, and tend to push for higher levels of education as the profession matures. High expectations for the CHAPTER 1: FIVE VALUE SOURCES IN PUBLIC SECTOR DECISIONMAKING 13 comprehension of the theory, knowledge, and skills considered state-ofthe-art in the field become preliminary standards for entry into the field.

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