People From Chicago

"“Complacency is the mortal enemy of growth and continued success. It is easy to take success for granted and presume that because we have been successful in the past, success will continue to be our friend in the future. Nothing could be further from the truth. The reality is that you have to work harder the more successful you become—your competitors have learned from your success and are all out to beat you.”"

"“Bottom line: it is clear that few things will diminish your life more quickly and profoundly than being ungrateful. Conversely, nothing will enlarge your life more quickly and dramatically than gratitude. I know poor people who are convinced they are rich.”"

"“I frequently ask leaders if they know what their personal values are, and most say yes. Then I ask them: ‘Have you written them down?’ Most say no. Values are incredibly important! They determine who we really are—what our character is, the real you when the mask is off.”"

"“Striving for excellence means never being satisfied—always doing things to keep improving, even if it means changing everything we do. It means we never feel that we have arrived. We don’t believe our press clippings. We don’t get complacent and pat ourselves on the backs. We talk about what we could have done better. We believe that we can achieve extraordinary results when we strive for excellence in all we do.”"

"“It is vital for a leader to carefully dialogue with people to set goals that stretch them and grow the organization. He or she can push—but the goals must also be achievable and supported with adequate resources. The worst thing a leader can do if people react negatively to an unrealistic goal is ignore their concerns simply tell them to ‘do whatever it takes.’ What too often happens is that the people take the leader at face value and begin cutting corners, which may in turn lead to stretching or reshaping the truth, to that point that good people make bad and possibly illegal or unethical choices.”"

"“I hope humor is a part of your life, too. It takes a positive attitude and a strong desire to enjoy life to see the humor around us, but having a little laughter sprinkled throughout your day is a great way to live.”"

"“Listen. Listening is one of those dynamics that sounds like the easiest thing in the world to do, but in reality is one of the hardest.”"

"“Your culture can sow both the seeds of success and failure in your organization.”"

"“I’ve come to realize that beliefs and values together determine how a company operates and whether it reaches its full potential.”"

"“People need to feel that someone cares about them; that someone is listening to their ideas. The return on investment of a ‘thank you’ is infinite because it costs nothing—but what matters most to people are time and attention.”"

"“In great organizations, a leader’s words and actions model what really matters, and as a result, everyone gets on the same page and pulls together.”"

"“Ultimately, optimism is the exercise of faith. It is believing that what is invisible, what seems impossible, or what seems to be too daunting, can actually be.”"

"“Leaders demonstrate integrity and character by their actions an their words. They keep their promises. They demonstrate by their behavior the true depth of their beliefs—and it aligns with what they say. When you watch and listen to them, they make you feel like you want to be better yourself.”"

"“The way a new leader acts early in his or her job will show what kind of person he or she is. During that time frame, everyone develops their own long-lasting perception. And those perceptions—hard to change—determine how they respond to the new leadership long into the future.”"

"“Culture is the personality of an organization. Therefore, culture governs much of how people think, act, interact, with others, and do their work. It is extremely powerful in determining the present and continuing success and the future direction of any organization Culture can literally determine whether a company has a future.”"

"“Trust is the foundation of all life’s relationships. It is an essential ingredient in successful leadership. It is not something we are entitled to, either. You have to earn it.”"

""A bottom line principle of business—and life—is, to do what is right, even when no one else is looking. Likewise, we ought to do the right thing even if others around us seem to be backwards.”"

"“And once trust is broken, it takes a long time to heal—if it ever heals at all. Sadly, during my career, I saw several people—sharp, talented people—lose trust and never regain it.”"

"“We as leaders, ought to model integrity every day. It starts with how we handle the dilemmas that may seem small. Your decisions and actions set the tone for the culture and reinforce the expectation of others.”"

"Economists have uncovered the conditions necessary if Adam Smith’s results are to be achieved and where, in the real world, such conditions do not appear to be found, they have proposed changes which are designed to bring them about. It is what one finds in the textbooks. Harold Demsetz has said rightly that what this theory analyses is a system of extreme decentralisation. It has been a great intellectual achievement and it throws light on many aspects of the economic system. But it has not been by any means all gain."

"A relevant notion of efficiency must refer to scarcity and people as they are, not as they could be."

"Modern analysis has yet to describe inefficiency in a world where indivisibilities are present and knowledge is costly to produce."

"The view that now pervades much public policy economics implicitly presents the relevant choice as between an ideal norm and an existing "imperfect" institutional arrangement. This nirvana approach differs considerably from a comparative institution approach in which the relevant choice is between alternative real institutional arrangements."

"The mark of a capitalistic society is that resources are owned and allocated by such nongovernmental organizations as firms, households, and markets. Resource owners increase productivity through cooperative specialization and this leads to the demand for economic organizations which facilitate cooperation. When a lumber mill employs a cabinetmaker, cooperation between specialists is achieved within a firm, and when a cabinetmaker purchases wood from a lumberman, the cooperation takes place across markets (or between firms). Two important problems face a theory of economic organization—to explain the conditions that determine whether the gains from specialization and cooperative production can better be obtained within an organization like the firm, or across markets, and to explain the structure of the organization."

"The legal substructure is private; the use of payments to influence the behavior of others is neither prohibited nor frowned upon. But the ' frictions" that perfect decentralization assumes away, must be lived with in laissez-faire."

"Business firms, in which controlled cooperation takes place, are the first important implication of costly transactions. The laissez-faire filtering process, using the profit test, selects some of these business organizations for survival and rejects others."

"Property rights develop to internalize externalities when the gains of internalization become larger than the cost of internalization. Increased internalization, in the main, results from changes in economic values, changes which stem from the development of new technology and the opening of new markets, changes to which old property rights are poorly attuned [G]iven a community's tastes... [for private versus state ownership], the emergence of new private or state-owned property rights will be in response to changes in technology and relative prices."

"Demsetz (1980) refers to the hypothetical economic system of neoclassical economics as the decentralized model. According to the usual implicit and explicit assumptions of the decentralized model, the cost of information is zero; private property rights are fully defined and enforced at zero cost; and the state stays in the background, upholding the institutions of market exchange. Economic outcomes derived from this model are found in the standard textbook: For any underlying distribution of resources, wealth is maximized; output is valued by consumers who take indirectly into account the value of leisure and other extra-market activities; income distribution depends on wages and the prices of nonhuman inputs which equal the value of marginal products; and economic resources always find their highest-valued uses."

"The creationist account is as factual, historical and perspicuous and is thus fundamental in the understanding of every fact and phenomenon in the created universe."

"Administrators should use their discretionary power in order to maintain the constitutional balance of powers in support of instilling individual rights."

"By "regime values," I intend to suggest that the normative foundation of ethical standards for public servants in any regime is the values of that regime. In the United States these regime values happen to be constitutional values, but not every regime takes its constitution as seriously as Americans do... By using the word "regime," my intention was to stress the particularistic character of the values that form the basis of public administration ethics. By emphasizing regime rather than constitution, I hope to make this book more interesting to students from other countries who are studying public administration in the United States."

"[The administrative state is legitimate because it] is consistent with the Constitution, fulfills its design, and heals a longstanding major defect."

"To illustrate the point of legitimacy-beyond-legality, consider the American Nazi party, the Flat Earth Society, and Hustler magazine. All three are quite legal, but they lack legitimacy. We acquiesce in their presence as the price we pay for living in a free society; but we refuse to take them seriously as "legitimate" expressions of political action, scientific inquiry or literary endeavor."

"Alexander Hamilton spoke the language of legitimacy when, as Publius, he noted in Federalist 27 the connection between sound Public Administration and widespread popular support"

"The word "regime" is not used in the journalistic sense of the "Carter regime," or the "Reagan regime," and so on. Rather it is simply intended as the best English equivalent of what Aristotle meant by a "polity." More specifically by the American "regime," I mean the fundamental political order established by the Constitution of 1789."

"Legitimacy means more than a grudging acceptance of the inevitable.3 The word suggests at least confidence and respect and, at times, even warmth and affection."

"The Public Administration neither comprises nor heads any branch of government but is subordinate to all three of them. Like Congress, president, and courts, the Public Administration makes its distinctive contribution in a manner consistent with its peculiar place, which is one of subordination."

"REGIME VALUES. An expression used frequently in public administration literature to denote the fundamental principles of a polity which, ordinarily, should guide administrative behavior. Although the term applies in principle to any polity, de facto it appears almost exclusively in literature focused on the United States. The expression entered the public administration literature in the first edition of this author’s Ethics for Bureaucrats: An Essay on Law and Values."

"The purpose of this book is to legitimate the administrative state in terms of constitutional principle... Because public administrators at virtually all levels of government take an oath to uphold the Constitution of the United States, this neglect deprives the profession of the opportunity to consider an important normative foundation for its activities."

"A "value" in the life of a person as well as a nation suggests a pattern of attitudes or behavior that recurs with some frequency. An attitude or a passion or a principle must have a history—either personal or societal before it becomes a "value.""

"For those who distinguish state and society, "regime," as used in this essay, is closer to society than state. Although the distinction of state and society is a philosophical question of the first order, I do not think it makes any difference for the purpose of this book just where one stands on this great issue. Those who, like Aristotle, do not distinguish state and society may perhaps feel more comfortable with the words "regime" or "polity" than those who make this distinction. The latter may prefer the somewhat ambiguous term “society values.” It is important to note, however, that I am not talking exclusively about the values of the "state"— the authoritative and coercive agent of a political society."

"The book's focus is on the troubling questions of legitimacy that survive the resolution of a legal controversy. With constitutional issues, there are many such survivors, because the Constitution is more than a legal document; it is covenant as well as a contract."

"The price, then, that the professional study of ethics for bureaucrats exacts from the curriculum is that questions of political philosophy ("Is the regime just?") must yield to less fundamental questions such as "How can I promote the values of the regime?" The method of regime values eschews metaphysics and addresses the students in the existential situation in which it finds them—persons who have taken or are about to take an oath to uphold the values of a particular regime. It admonishes them that taking such an oath presupposes an acceptance of the fundamental justice of the regime but does not require into how the students arrived at the conclusion that the regime is just."

"Public administration as an American profession originated in the early twentieth century with urban reformers advocating the application of scientific and business practices to rehabilitate corrupt city governments. That approach transformed governance in the United States but also guaranteed recurrent debate over the proper role of public administrators, who must balance the often contradictory demands of efficiency and politically defined notions of the public good. Currently the business approach holds sway. Legitimated by Al Gore's National Performance Review, the movement promotes entrepreneurs over civil servants, performance over process, decentralization over centralization, and flexibility over rules. John Rohr demurs, arguing that the movement goes too far in downplaying the distinctively American challenges arising from the separated powers principle. Consequently, the NPM alienates public management from its natural home -- a nation-state established within a constitutional order."

"More directly related to the NPM is the impressive current literature criticizing it for its sometimes cavalier treatment of the rule of law, especially its free and easy slogans about eliminating red tape and letting managers manage"

"In France constitutions come and go, but administrative institutions remain."

"In a cool, rational and detached manner, Prophets Without Honor, destroys every possible argument for (SCO). The author, John A Rohr, does not think SCO would contribute significantly to the public interest of the United States. He would rather have these men of conscience (SCO's) compare to prophets of old and we, America, likened to Jerusalem who "stoned here prophets.""

"According to Rohr, "nothing is more fundamental to governance than a constitution; and therefore to stress the constitutional character of administration is to establish the proper role of administration as governance that includes management but transcends it as well."This is not a novel argument for Rohr, who was recognized in 1999 by the Louis Brownlow Committee of the National Academy of Public Administration for his lifetime contributions on the "constitutional underpinnings" of public administration. But this new version of his rule-of-law critique directly addresses the NPM's excesses, framed convincingly as a comparative study of cases found in four countries spanning three centuries. The first half of the book examines the linkages between constitutions and administrations in France, the United Kingdom, and Canada. The second half of the book examines American cases..."

"When I was president of the American Society for Public Administration, I grappled with questions of where that field was going, how it could make itself relevant to those who must steer the business of government on a daily basis, to those who must respond to citizens 24/7... Now I find myself asking a similar question, but this time in terms of political science. Happily, I see glimmers of light, giving hope that the field is returning to that which made it relevant in the first place: a search for guidance and truths about what it takes, as first Woodrow Wilson (1887), then Marshall Dimock (1937), and more recently John Rohr (1986) remind us, to "run a constitution.""

"The analogy between management and engineering has the unwholesome effect of taking management one further step away from governance. Engineering, like science, music, and theology, knows no national boundaries, and this is why scientists, artists, and theologians— often to their credit— make statesmen uneasy. Such men and women operate from a different normative base from those who govern. Despite the salience of the NAFTAs, the WTOs, and the EUs of this world, governing remains overwhelmingly the business of nation-states."