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Written for middle- and senior-level managers in state, city and county government, We Don’t Make Widgets explodes the myths that prevent dramatic improvement in government operations. If you’re interested in a new way of thinking about what you do, who you do it for and why you do it, this book is for you.
- Sales Rank: #266166 in eBooks
- Published on: 2010-07-06
- Released on: 2010-07-06
- Format: Kindle eBook
Most helpful customer reviews
2 of 2 people found the following review helpful.
Required reading for government employees and managers
By Tommy Engram
Ken Miller may never replace John Locke or Thomas Hobbes as a great writer of political theory. However, his contribution to the people who actually administer our governments is important. In a very simple style, Miller makes a strong argument that government employees need to start thinking about the cost of government services and the customers who receive their services. Government does make widgets. The cost, quality, and timeliness of those widgets are matters of great public concern.
Miller's book is filled with redundancy, probably to drive home its very important points. During these repetitions, I think Miller may confuse his readers on the difference between outputs which he calls widgets and outcomes, especially in regard to polling. Systems theory holds that government is a black box which requires certain inputs like tax revenue, policy decisions, voting, and feedback. These inputs are processed inside the black box to produce outputs like building permits. An output produces an outcome such as the timely completion of a project. The outcome produces either positive or negative feedback which is an input to the black box.
While I agree that public opinion polling can't tell us much about the or output - a building permit - it is certainly a valid means of feedback on the outcome - public satisfaction with the pace or quality of growth in the community. Government has many customers, including the developer requesting the permit and the community that experiences both the disruption of new construction and the advantage of a new facility. If we accept Miller's important assertion that government employees must focus more on satisfying their customers, then polling to determine public satisfaction with the outcome of government's efforts is critical.
Otherwise, Miller says what needs to be said in terms that are helpful, but not threatening, to people inside government agencies. The book is a quick read and it is very understandable. It should be required reading for all public employees. It may also be a beacon of hope for those of us who stand in a long line to renew our driver's license, only to face a surly bureaucrat who never heard the term "customer service".
2 of 2 people found the following review helpful.
Awesome book
By Jack
I heard the author at a training seminar. If managers at Government read these books costs would drop and service would soar. Practical advice that works. My office is better already.
1 of 1 people found the following review helpful.
Good book
By ligia martins
It is a good book but it does not bring any new ideas. Though it makes important contributions to the reality of most government agencies worldwide, in how to work on common challenges.
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