Debt Commission in the FY 2011 Budget?

Submitted by on Wed, 12/20/2017 - 10:51

Late in December 2009, the Senate increased the federal debt limit to a record $12.4 trillion – boosting chances for the establishment of a bipartisan commission to look for ways to force Congress to make painful spending cuts and tax increases. The Washington Post reports that even though such commissions have had a mixed record in the past, 35 senators from both parties support creating a commission to force a vote on budget cuts and tax hikes.

Motivating Workers

Submitted by on Wed, 12/20/2017 - 10:50

“The key to motivation turns out to be largely within your control,” write Teresa Amabile and Steven Kramer in the January 2010 issue of Harvard Business Review. How? “. . . scrupulously avoid impeding progress.”

Amabile and Kramer surveyed more than 600 managers, and then asked hundreds of knowledge workers to keep daily diaries to find out what was the top motivator of performance.

Blog Index: Sept - Dec 2009

Submitted by on Wed, 12/20/2017 - 10:49

Following is an index of blog entries between the start, September 1, 2009, and the end of the year, December 31, 2009, organized around some major themes.

Web 2.0 and Social Media

Launching the BizGov Blog (09-01-09)

Blogs as Public Policy Forums (09-02-09)

Cloud Forecasting: A New Report (11-12-09)

How to Prevent Soft-targeting in Government Performance Management Systems

Submitted by on Wed, 12/20/2017 - 10:48

It is, therefore, hardly surprising that the preference for “soft-targets” is a near universal phenomenon. Anyone designing a government performance management system (GPMS) must assume we humans have a preference for soft targets.

Model 4: Performance Governance

Submitted by on Wed, 12/20/2017 - 10:47

(a continuation from the December 23, 2009 blog on “Managing Performance”)

Conversations with Leaders: Dr. Robert Childs

Submitted by on Wed, 12/20/2017 - 10:45

In the corporate world, and throughout the federal government, information is a very valuable asset. Having timely access to this information, and using it to inform strategic decision making, have become critical in today’s competitive, networked, and interconnected world. Information technology (IT) plays a central role in making this happen. We spoke with Dr. Robert D.

Sea, Land, Air, Space Superiority – Why are Near-Peer Adversaries able to Excel?

Submitted by on Wed, 12/20/2017 - 10:44

Guest Blogger: Townley Cozad, Associate Partner, Defense & Intelligence, IBM

 

Even as the United States remains the strongest, most capable military in the world, U.S. leadership in all domains is being challenged by “near-peer” competitors aggressively seeking to close the capability gap.  The military calls this “near-peer” (against someone who has similar weapons and abilities) warfare.

Model 3: Performance Management Framework

Submitted by on Wed, 12/20/2017 - 10:44

(a continuation from the December 23, 2009 blog on “Managing Performance”)

Model 2: Siloed Performance Systems

Submitted by on Wed, 12/20/2017 - 10:43

(a continuation from the December 23, 2009 blog on “Managing Performance”)

Model 1: Performance Administration

Submitted by on Wed, 12/20/2017 - 10:41

(a continuation from the December 23, 2009 blog on “Managing Performance”)

Bouckaert and Halligan call their first idealized performance management model the “Performance Administration” approach.

This model is seen as modest, ad hoc and un-systematic. It is oftentimes designed for formal, hierarchical organizations and is seen as mechanistic or compliance-oriented in implementation. Nevertheless, it is the typical starting place for many organizations.

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