Behavioral public performance : how people make sense of government metrics /
Oliver James, Donald P. Moynihan, Asmus Leth Olsen Gregg G. Van Ryzin.
Bok Engelsk 2020 · Electronic books.
| Omfang | 1 online resource (94 pages) : : digital, PDF file(s).
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| Opplysninger | Title from publisher's bibliographic system (viewed on 26 May 2020).. - Cover -- Title page -- Copyright page -- Behavioral Public Performance: How People Make Sense of Government Metrics -- Contents -- 1 Introduction: Connecting Two Revolutions -- 1.1 The Performance Measurement Revolution -- 1.2 The Behavioral Science Revolution -- 1.3 Connecting the Two Revolutions -- 1.4 Key Questions and Contributions -- 2 What's in a (Performance) Number? -- 2.1 Statistical or Episodic Information: How Compelling Are Performance Metrics? -- 2.2 Symbolic Performance Number -- 2.3 Political Responses to Left-Digit Bias -- 2.4 Conclusion -- 3 Frames -- 3.1 Equivalence Framing -- 3.2 Varying Scales, Ratios and Labels -- 3.3 Presentation Order and Halo Effects -- 3.4 Negativity Bias -- 3.5 Conclusion -- 4 Comparisons -- 4.1 Comparisons Make Judgment Easier -- 4.2 Comparing within and between organizations -- 4.3 Comparisons and Biases -- 4.4 Conclusion -- 5 Motivated Reasoning -- 5.1 Motivations and Accuracy Goals -- 5.1 Partisan-Motivated Reasoning -- 5.2 Governance Preferences and Motivated Reasoning -- 5.3 Motivated Reasoning by Policymakers and Public Managers -- 5.4 Conclusion -- 6 Sources -- 6.1 Sources of Information About Government Performance -- 6.2 Sources, Cues and Credibility -- 6.3 Government Reporting on Itself: Incredibly Good Performance? -- 6.4 Conclusion -- 7 Stereotypes and Anti-Public-Sector Bias -- 7. 1 Attitudes toward Government -- 7.2 Anti-Public-Sector Bias -- 7.3 Positive Attitudes toward Government -- 7.4 Conclusion -- 8 Autonomy and Learning -- 8.1 Metrics and Motivations -- 8.2 Autonomy -- 8.3 The Potential for Learning -- 8.4 Risks and Rules for Learning Forums -- 8.5 Conclusion -- 9 Lessons for Practice and Governance -- 9.1 Present Information Graphically -- 9.2 Embed Numbers in Narratives -- 9.3 Prime Users for Shared Values, Accuracy and Accountability.. - 9.4 Use Credible Sources and Highlight Their Credibility -- 9.5 Celebrate Success, Proactively Manage Poor Performance -- 9.6 Protect against Positivity Bias and Groupthink -- 9.7 Regulate to Prevent Gaming of Frames -- 9.8 Compare to Motivate -- 9.9 Provide Autonomy, Link to Performance -- 9.10 Build Learning Forums -- 9.11 Separate Discussion on Performance from Broader Biases about Government -- 9.12 Conclusion -- References -- Acknowledgments.. - A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performance movement has neglected a second revolution in behavioral science that has revealed cognitive limitations and biases in people's identification, perception, understanding and use of information. This Element introduces a new approach - behavioral public performance - that connects these two revolutions. Drawing especially on evidence from experiments, this approach examines the influence of characteristics of numbers, subtle framing of information, choice of benchmarks or comparisons, human motivation and information sources. These factors combine with the characteristics of information users and the political context to shape perceptions, judgment and decisions. Behavioral public performance suggests lessons to improve design and use of performance metrics in public management and democratic accountability.
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| Dewey | |
| ISBN | 9781108708074 (pbk.) : : £15.00. - £140.00
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| ISBN(galt) | 9781108761338 (PDF ebook) :
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