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Innovation in public sector human services programs: The implications of innovation by “groping along”

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  • Olivia Golden

    (Lecturer in Public Policy at the John F. Kennedy School of Government, Harvard University)

Abstract

This paper examines innovation in seventeen human services programs cited by the 1986 Ford Foundation Awards Program for Innovations in State and Local Government. The sample is particularly useful for distinguishing between two models for successful innovation: a policy planning model and Behn's model of “groping along.” The cases suggest that the “groping along” model best fits the way that innovation came about in these programs. Innovative ideas typically developed through practice; programs began operating very quickly; and programs, once operating, were repeatedly modified in response to operational experience. Translating the groping-along model into specific prescriptions for managers requires us to reconsider the role of analysis. The case examples suggest that analysis may be most valuable in helping managers learn from experience.

Suggested Citation

  • Olivia Golden, 1990. "Innovation in public sector human services programs: The implications of innovation by “groping along”," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 9(2), pages 219-248.
    • Handle: RePEc:wly:jpamgt:v:9:y:1990:i:2:p:219-248
    DOI: 10.2307/3325413
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    References listed on IDEAS

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    1. Robert T. Nakamura, 1987. "The Textbook Policy Process And Implementation Research," Review of Policy Research, Policy Studies Organization, vol. 7(1), pages 142-154, September.
    2. Sabatier, Paul A., 1986. "Top-Down and Bottom-Up Approaches to Implementation Research: a Critical Analysis and Suggested Synthesis," Journal of Public Policy, Cambridge University Press, vol. 6(1), pages 21-48, January.
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    Cited by:

    1. Sandford Borins, 2000. "What border? Public management innovation in the United States and Canada," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 19(1), pages 46-74.
    2. Janet A. Weiss, 1994. "Comment: Public management research-the interdependence of problems and theory," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 13(2), pages 278-285.
    3. Benoy Jacob & Eric Welch & Terence Simms, 2009. "Emergent Management Strategies in a Public Agency: A Case Study of Alternative Fuel Vehicles," Public Organization Review, Springer, vol. 9(3), pages 213-234, September.
    4. Kelman, Steven J. & Myers, Jeff, 2009. "Successfully Executing Ambitious Strategies in Government: An Empirical Analysis," Scholarly Articles 4481609, Harvard Kennedy School of Government.
    5. Charbel EL AMMAR & Constantin Marius PROFIROIU, 2020. "Innovation In Public Administration Reform: A Strategic Reform Through Npm, Ict, And E-Governance. A Comparative Analysis Between Lebanon And Romania," REVISTA ADMINISTRATIE SI MANAGEMENT PUBLIC, Faculty of Administration and Public Management, Academy of Economic Studies, Bucharest, Romania, vol. 2020(35), pages 75-89, December.

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