Using health care policy to develop a theory of how public opinion influences public policy outcomes, Richard E. Chard draws on data ranging from presidential approval ratings to polls conducted during the debate over the Health Security Act. Over the last five decades the relationship has been a complex one, yet there are clear indications that health care policy development has been controlled to a great extent by public opinion. Chard argues that policy change is either static or dynamic because public opinion, the underlying force, is itself dynamic at times and static at others, and concludes that this model of change is applicable to all policy areas, not just health care.

Americans today recognize and celebrate leadership genius in the management of private companies. At the same time, the American public remains deeply skeptical of government's ability to address real economic and social challenges. The contributors to this timely and important volume increase our understanding of the potential incentives for and barriers to creative problem-solving in the public sector. Drawing on case studies of state and local government, as well as theoretical literature on private sector management, these scholars reveal both the problems and the possibilities in governmental decision-making.

Americans today recognize and celebrate leadership genius in the management of private companies. At the same time, the American public remains deeply skeptical of government's ability to address real economic and social challenges. The contributors to this timely and important volume increase our understanding of the potential incentives for and barriers to creative problem-solving in the public sector. Drawing on case studies of state and local government, as well as theoretical literature on private sector management, these scholars reveal both the problems and the possibilities in governmental decision-making.