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Organization and Program Structure Study

Client/Funder:
National Science Foundation (posted: 04/2003)

Purpose and Scope:

This review will address four sets of issues related to NSF's organizational, programmatic, and personnel structures:
  • Organizational and Program Structure: What are the impacts of NSF's organizational structures and management processes, frameworks and other management initiatives on individual researchers' opportunities to address interdisciplinary projects and innovative research?
  • The Balance Between Investigator Driven and NSF Driven Research: What are the NSF structures and processes that shape the balancing of resources between these two choices and what impact do these structures and processes have?
  • Role of the National Science Board (NSB): Will the expected increased in funding and recent legislative mandates necessitate changes in the NSB's functions and processes?
  • Temporary Employees in Management Positions. Does the assignment of temporary employees to NSF managerial positions pose a real or perceived conflict of interest?

Center:

Management Studies

Project Director:

Jake Barkdoll

Project Status:

Ongoing

Panel:

The Academy has appointed the following individuals to a Panel to oversee and direct the study. The public may send comments on the composition of the panel for a period of seven (7) days after the posted date to mditmeyer@napawash.org.

Steven Horn (Chair) — Former Congressman, U.S. House of Representatives; Chairman, Subcommittee on Government Management, Information, and Technology, Government Reform and Oversight Committee; President, Trustee and Professor, California State University; at Long Beach; Dean, Graduate Studies and Research, American University; Founding Member and Chairman, National Institute of Corrections, Department of Justice; Vice Chairman and Member, U. S. Commission on Civil Rights; and Chairman, American Association of State Colleges and Universities.

John Callahan— Former Assistant Secretary for Management and Budget, and Chief Financial Officer, U.S. Department of Health and Human Services; Acting Commissioner, U.S. Social Security Administration. Former positions with the U.S. Senate: Chief of Staff to Senator Jim Sasser; Deputy Staff Director, Senate Budget Committee; Staff Director, Senate Governmental Affairs Subcommittee on Government Efficiency, Federalism, and the District of Columbia; Staff Director, Governmental Affairs Subcommittee on Intergovernmental Relations; Director of Federal-State Relations; Executive Director, Legislators' Education Action Project.

Charles E. Hess*— Special Assistant to the Provost and Professor Emeritus, Department of Environmental Horticulture, University of California, Davis; Former Director of International Programs, Dean of the College of Agricultural and Environmental Sciences and Professor at Davis; Assistant Secretary for Science and Education, U. S. Department of Agriculture; Dean, Cook College at Rutgers; Vice Chair and Member of the National Science Board; Chair and member of various National Research Council and other science advisory committees; past President of the American Society of Horticultural Science and Fellow of the American Association for the Advancement of Science.

Neal Lane*— Professor and Senior Fellow, James A. Baker III Institute for Public Policy, Rice University. Former Assistant to the President for Science and Technology and Director of the White House Office of Science and Technology; Director, National Science Foundation; Provost and Professor of Physics, Space Physics and Astronomy at Rice; Chancellor, University of Colorado at Colorado Springs; Fellow of the American Physical Society, the American Academy of Arts and Sciences, the American Association for the Advancement of Science and the Association for Women in Science; member of the American Association of Physics Teachers.

Thomas Stanton— Financial and Legal Policy Consultant. Fellow, Center for the Study of American Government, Johns Hopkins University; Chair, Standing Panel on Executive Organization and Management, NAPA; Former Partner, Wellford, Wegman, and Hoff; Associate General Counsel, Federal National Mortgage Association; Acting Director and Deputy Director, Office of Policy and Planning, U.S. Federal Trade Commission; Director, Housing Research Group; Director, Tax Reform Research Group.

Cindy L. Williams — Senior Fellow, Security Studies Program, Massachusetts Institute of Technology. Former Assistant Director, National Security Division, Congressional Budget Office. Former positions with MITRE Corporation: Director, C2 Integration Environment; Associate Technical Director, Continental Command, Control, and Communications Division; Department Head, Strategic Air Command Systems Department; Associate Department Head, Strategic Defense Initiative. Former positions with U.S. Department of Defense: Director, Strategic Offensive Forces Division, Program Analysis and Evaluation, Office of the Secretary; Operations Analyst. Former positions with RAND Corporation: Mathematician, Strategic Forces Project; Project Leader, Force Operations Team, Automated Wargaming Center.

* Not an Academy Fellow


Meetings:

Meeting 1: May 19, 2003
Meeting 2: July 21, 2003 closed 3 to 4 PM (posted 6/20/03)
Meeting 3: Sept. 16, 2003 in Long Beach, CA
Meeting 4: December 16, 2003 closed after 2:30 PM (posted 12/1/03)
Meeting 5: January 29, 2004 closed meeting (Revised meeting date: previously scheduled for Jan. 15th)

For further information, contact Marty Ditmeyer at (202) 347-3190, or at MDitmeyer@napawash.org.

 

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Academy Fellow Tackles
the Ethics of Dissent

Guerrillas in government are all around us, writes Academy Fellow Rosemary O’Leary in her new book, “The Ethics of Dissent: Managing Guerrilla Government.” The term “guerrilla government” describes career public servants who work against the wishes of their superiors which, O’Leary states, happens more than we may realize in government’s bureaucracy.

O’Leary says guerrillas often choose to remain “in the closet,” moving clandestinely behind the scenes, such as “Deep Throat” or the DMV clerk who deliberately slows the processing of a driver’s license application. Guerrilla dissent is carried out by those who are dissatisfied with the actions of public organizations, programs—or by people who choose not to go public with their concerns.

Ultimately, O’Leary found in her research that public servants and managers could benefit from addressing guerrilla activity. She says they should carefully listen to the creative ideas of these dissenters, even encourage debate, so that constructive changes in the system can be made.

Buy “The Ethics of Dissent: Managing Guerrilla Government”.


 

 

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