tailieunhanh - The Public Innovator’s Playbook: Nurturing bold ideas in government phần 3

các giải pháp sáng tạo để các vấn đề phải đối mặt với chính phủ và chính sách phát triển chiến lược. Với các văn phòng ở Washington, DC, London và Sydney, Viện cung cấp những hiểu biết thực tế chính phủ có thể sử dụng để cải thiện hoạt động của họ và cung cấp giá trị tốt hơn cho công dân của họ. Viện nhận ra những | 28 of the organization. Once the word is out the innovation will be adopted more easily by the entire organization and possibly by other organizations. You can position programs as successful by sharing the news of employee appreciation or by highlighting outside awards. Third-party validation can have a powerful impact on the acceptance of new ideas. For example many programs that win the Kennedy School s Innovation in American Government award awarded annually to 10 projects that set a standard for excellence are replicated nationally and internationally. Organizational silos can be another barrier to diffusing innovation in public agencies. Government employees tend to work within strict organizational boundaries and make independent decisions about which ideas get adopted. Encouraging employees to work in other organizations that have implemented innovative ideas can help them learn how to deploy those ideas in their own organization. Private sector organizations that deliver solutions in a variety of contexts also can serve as agents to diffuse innovations. They can help ideas traverse organizational hurdles and even transfer innovative practices from one country to another. Finally diffusion of innovation often must overcome apathy among citizens and political leaders. Publicizing evidence of success is critical to building faith among citizens and political leaders that public money is not being wasted. The emergence of Web-based social networks also may help agencies ease the introduction of innovative processes particularly when they require changes in customer behavior. Public agencies have struggled with marketing these changes in the past. Many e-governance initiatives lacked uptake as citizens continued to conduct government transactions in person or via telephone. This meant that some of the savings expected from online service delivery did not materialize. In the future using social networks to build support and understanding of new initiatives may .