Americans today recognize and celebrate leadership genius in the management of private companies. At the same time, the American public remains deeply skeptical of government's ability to address real economic and social challenges. The contributors to this timely and important volume increase our understanding of the potential incentives for and barriers to creative problem-solving in the public sector. Drawing on case studies of state and local government, as well as theoretical literature on private sector management, these scholars reveal both the problems and the possibilities in governmental decision-making.

Contributions by: Richard E. Chard, Lawrence J. Grossback, Douglas M. Ihrke, Marilyn E. Klotz, Michael K. McLendon, Richard Proctor, Robert Stoker