Barack Obama is often lauded as a 'pragmatist, ' yet when most people employ the term, they mean it in the vaguest sense: that he's practical and willing to compromise to get things done. However, the public philosophy of pragmatism, which has been the subject of a rich revival in the past couple of decades, is far more than this. First developed in the late nineteenth century, pragmatism is primarily a way of thinking--an anti-dualist philosophy that attempts to overcome the dichotomies between self and object, nature and culture, mind and body, theory and practice, and fact and value. When applied to governance, pragmatists advocate the use of tactics like third party mediation and problem-solving to achieve anti-dualist principles: cosmopolitan localism, analytical holism, progressive conservatism, and processual structuralism.
In Pragmatist Governance, Chris Ansell begins with a theory of the concept and then explains why the approach is ideal for addressing today's governance problems. For instance, while many think that bureaucracy's unchecked growth is the fundamental problem facing democracy today, pragmatism suggests the opposite: that public agencies can effectively manage the relationship between governance and democracy if they focus on building consent for public problem-solving. Ansell argues that wishing away bureaucracy will not do given what we know about the indispensible role of institutions in contemporary governance. Utilizing pragmatist concepts, Ansell rethinks the design of institutions, arguing that they are neither the simple products of rational design that can be endlessly tinkered with nor 'congealed taste'--where institutions represent the timeless customs and values of a people. Along with overcoming this dualism, Ansell also challenges us to rethink our approach to governance. Instead of moving from one extreme to the other--from bureaucracy to 'post-bureaucracy' or 'public entrepreneurialism'--pragmatism would not merely seek to replace one (hierarchical bureaucracy) with the other (a 'flat, ' entrepreneurial organization), but rather to hitch the two approaches together in an innovative amalgam where organizational leaders constantly interact with and learn from street-level bureaucrats.
Pragmatist Governance concludes that if government is to regain public trust, the technical knowledge of experts must be brought together with sensitivity to local problems, situations, and knowledge. The answer lies not, however, in a diminished bureaucracy. That may only deepen distrust. Rather, the emphasis should be on taking the best of both sides to find innovative and effective ways to solve enduring public problems.

While innovation has long been a major topic of research and scholarly interest for the private sector, it is still an emerging theme in the field of public management. While 'results-oriented' public management may be here to stay, scholars and practitioners are now shifting their attention to the process of management and to how the public sector can create 'value'. One of the urgent needs addressed by this book is a better specification of the institutional and political requirements for sustaining a robust vision of public innovation, through the key dimensions of collaboration, creative problem-solving, and design. This book brings together empirical studies drawn from Europe, the USA and the antipodes to show how these dimensions are important features of public sector innovation in many Western democracies with different conditions and traditions. This volume provides insights for practitioners who are interested in developing an innovation strategy for their city, agency, or administration and will be essential reading for scholars, practitioners and students in the field of public policy and public administration.

While innovation has long been a major topic of research and scholarly interest for the private sector, it is still an emerging theme in the field of public management. While 'results-oriented' public management may be here to stay, scholars and practitioners are now shifting their attention to the process of management and to how the public sector can create 'value'. One of the urgent needs addressed by this book is a better specification of the institutional and political requirements for sustaining a robust vision of public innovation, through the key dimensions of collaboration, creative problem-solving, and design. This book brings together empirical studies drawn from Europe, the USA and the antipodes to show how these dimensions are important features of public sector innovation in many Western democracies with different conditions and traditions. This volume provides insights for practitioners who are interested in developing an innovation strategy for their city, agency, or administration and will be essential reading for scholars, practitioners and students in the field of public policy and public administration.

We need new governance solutions to help us improve public policies and services, solve complex societal problems, strengthen social communities and reinvigorate democracy. By changing how government engages with citizens and stakeholders, co-creation provides an attractive and feasible approach to governance that goes beyond the triptych of public bureaucracy, private markets and self-organized communities. Inspired by the successful use of co-creation for product and service design, this book outlines a broad vision of co-creation as a strategy of public governance. Through the construction of platforms and arenas to facilitate co-creation, this strategy can empower local communities, enhance broad-based participation, mobilize societal resources and spur public innovation while building ownership for bold solutions to pressing problems and challenges. The book details how to use co-creation to achieve goals. This exciting and innovative study combines theoretical argument with illustrative empirical examples, visionary thinking and practical recommendations.

The ebook edition of this title is Open Access and freely available to read online. The UN's Sustainable Development Goals (SDGs) set an ambitious agenda for global problem-solving and create a framework to achieve it through the power of partnerships. Goal 17 points to the central importance of partnerships, networks, and multi-stakeholder collaborations for bringing together a broad range of actors to accomplish the first 16 goals. Only through such partnerships can the distributed knowledge, resources and capacity of government agencies, private enterprises, political activists, local communities, and international NGOs be effectively combined to produce the major breakthroughs in sustainability that the SDGs envision. Co-Creation for Sustainability sets out a strategy of partnership, with an emphasis on how global goals can be translated into local action. Co-creation brings multiple parties together-including citizens-to collaboratively engage in innovative problem-solving. The book explains this strategy and describes how to foster the conditions necessary for its success. It details how leaders can spur co-creation and manage and overcome its practical challenges. Written to inspire public and private changemakers to find fundamental solutions to the pressing challenges that confront our social and natural environment, Co-creation for Sustainability: The UN SDGs and the Power of Partnerships provides intellectual resources and practical advice relevant for those who aspire to harness the talents, energy and perspectives of different sectors to build the momentum we need to realize a sustainable future.

Barack Obama is often lauded as a 'pragmatist, ' yet when most people employ the term, they mean it in the vaguest sense: that he's practical and willing to compromise to get things done. However, the public philosophy of pragmatism, which has been the subject of a rich revival in the past couple of decades, is far more than this. First developed in the late nineteenth century, pragmatism is primarily a way of thinking--an anti-dualist philosophy that attempts to overcome the dichotomies between self and object, nature and culture, mind and body, theory and practice, and fact and value. When applied to governance, pragmatists advocate the use of tactics like third party mediation and problem-solving to achieve anti-dualist principles: cosmopolitan localism, analytical holism, progressive conservatism, and processual structuralism.
In Pragmatist Governance, Chris Ansell begins with a theory of the concept and then explains why the approach is ideal for addressing today's governance problems. For instance, while many think that bureaucracy's unchecked growth is the fundamental problem facing democracy today, pragmatism suggests the opposite: that public agencies can effectively manage the relationship between governance and democracy if they focus on building consent for public problem-solving. Ansell argues that wishing away bureaucracy will not do given what we know about the indispensible role of institutions in contemporary governance. Utilizing pragmatist concepts, Ansell rethinks the design of institutions, arguing that they are neither the simple products of rational design that can be endlessly tinkered with nor 'congealed taste'--where institutions represent the timeless customs and values of a people. Along with overcoming this dualism, Ansell also challenges us to rethink our approach to governance. Instead of moving from one extreme to the other--from bureaucracy to 'post-bureaucracy' or 'public entrepreneurialism'--pragmatism would not merely seek to replace one (hierarchical bureaucracy) with the other (a 'flat, ' entrepreneurial organization), but rather to hitch the two approaches together in an innovative amalgam where organizational leaders constantly interact with and learn from street-level bureaucrats.
Pragmatist Governance concludes that if government is to regain public trust, the technical knowledge of experts must be brought together with sensitivity to local problems, situations, and knowledge. The answer lies not, however, in a diminished bureaucracy. That may only deepen distrust. Rather, the emphasis should be on taking the best of both sides to find innovative and effective ways to solve enduring public problems.

The modern state protects citizens from many different harms, from industrial accidents to airline crashes. This Element illuminates a distinctive politics of protection that transcends policy sectors as diverse as criminal justice, consumer protection, and public health. Adopting a comparative and historical perspective, the Element identifies common drivers of protective state-building as well as cross-national differences in the politics of protection. The Element concludes by examining political theories of the protective state, which seek to defend and critique the obligations for and the limits of state protection.