Senior government executives make many decisions, and not-infrequently these are difficult. By “difficult” decisions, the literature generally means ones characterized by complicated and uncertain information, and hard tradeoffs among conflicting value objectives. In a range of interviews...

Little empirical work exists measuring if interagency collaborations delivering public services produce better outcomes, and none looking inside the black box at collaboration management practices. We examine whether there are collaboration management practices associated with improved...

Senior government executives make many decisions, not-infrequently difficult ones. Cognitive limitations and biases preclude individuals from making fully value-maximizing choices. And the “groupthink” tradition has highlighted ways group-aided decision-making can fail to live up to its...

How are senior government executives who attempt to execute an ambitious vision requiring significant strategic change in their organizations able to succeed? How do they go about formulating a strategy in the first place? What managerial and leadership techniques do they use to execute their...