Systematic thinking for social action
Author(s)
Bibliographic Information
Systematic thinking for social action
(H. Rowan Gaither lectures in systems science)
Brookings Institution, c1971
- : cloth
- : pbk
Available at 26 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
"Lectures delivered January 1970, at the University of California, Berkeley, under the sponsorship of the Graduate School of Business Administration and the Center for Research in Management Science."
Includes bibliographical references
Description and Table of Contents
Description
How can we identify who benefits from government programs aimed at solving our social problem and who pays for them? With so many problems, how can we allocate scarce funds to promote the maximum well-being of our citizens?In this book, originally presented as the third series of H. Rowan Gaither Lectures in Systems Science at the University of California (Berkeley). Alice M. Rivlin examines the contributions that systematic analysis has made to decisionmaking in the government's ""social action"" programs education, health, manpower training, and income maintenance. Drawing on her own experience in government, Mrs. Rivlin indicates where the analysts have been helpful in finding solutions and where because of inadequate data or methods they have been no help at all.
Mrs. Rivlin concludes by urging the widespread implementation of social experimentation and acceptability by the federal government. The first in such a way as to permit valid conclusions about their effectiveness; the second would encourage the adoption of better ways of delivering services by making those who administer programs responsive to their clients. Underlying both is the requirement from comprehensive, reliable performance measures.
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