000			03406cam a22003378i 4500
001			21720943
003			JGU
005			20210212121000.0
007			Hard bound
008			200908s2021 mau 001 0 eng
010			_a 2020036286
020			_a9781633699199
040			_aMH/DLC _beng _erda _cDLC _dDLC
042			_apcc
082	0	0	_a320.6 _223 _bWE-W
100	1		_aWeiss, Mitchell _998673
245	1	0	_aWe the possibility _bharnessing public entrepreneurship to solve our most urgent problems
260			_aBoston _bHarvard Business Review Press _c2021
263			_a2101
300			_a267p.
500			_aIncludes index.
505	0		_aIntroduction: Can we solve public problems anymore? -- Part I. Government that can imagine: Problems as opportunities -- Reach up to reach out -- Part II. Government that can try new things: Experimenting in public -- Regulating the future -- Part III. Government that can scale: Government as a platform -- Tri-sector entrepreneurs -- Inventing democracy -- Concluding: Possibility or delusion -- We get the government we invent.
520			_a"Public entrepreneurship is not an oxymoron. During his years as a public official, Mitchell Weiss was told that government can't do new things or solve tough challenges--it's too big and slow and bureaucratic. Sadly, this is what so many of us have come to believe. But in the wake of the Boston Marathon bombings, he and his city hall colleagues raced to support survivors in new, innovative ways. This kind of entrepreneurial spirit and savvy in government is growing, transforming the public sector's response to big problems at all levels. In this inspiring and instructive book, Weiss, now a professor at Harvard Business School, argues that we must shift from a mindset of "Probability Government"--overly focused on performance management and on mimicking "best" practices--to "Possibility Government." This means a leap to public leadership and management that embraces more imagination and riskier projects. Weiss shares the basic tenets of this new way of governing in the book's three sections: Government that can imagine. Seeing problems as opportunities, and designing solutions with citizens. Government that can try new things. Testing and experimentation as a regular part of solving public problems. Government that can scale. Harnessing platform techniques for innovation and growth; and how public entrepreneurship can reinvigorate democracy. The lessons unfold in the timely episodes Weiss has seen and studied: a heroin hackathon in opioid-ravaged Cincinnati; a series of blockchain experiments in Tbilisi to protect Georgian property from the Russians; the U.S. Special Operations Command prototyping of a hoverboard for chasing pirates, among many others. At a crucial moment in the evolution of government's role in our society, We the Possibility provides both inspiration and a positive model to help shape progress for generations to come"--
650		0	_aPolitical entrepreneurship. _998674
650		0	_aPublic administration _xDecision making. _945256
650		0	_aCrisis management in government. _952818
776	0	8	_iOnline version: _aWeiss, Mitchell, _tWe the possibility _dBoston, MA : Harvard Business Review Press, [2020] _z9781633699205 _w(DLC) 2020036287
906			_a7 _brip _corignew _d1 _eecip _f20 _gy-gencatlg
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