Senior citizens tell and how administrator use types of knowledge
By: Herzog, Richard J.
Contributor(s): Claunch, Ronald G.
Material type:
ArticlePublisher: 1997Description: p.374-86.Subject(s): Public administration | Civil service
In:
Public Administration ReviewSummary: Telephone interviews with 1,000 citizens and follow-up personal interviews with 42 citizens make up the stories citizens tell in two Texas cities. These stories were reviewed by four managers in the cities. Interviews with these managers reveal seven types of knowledge: crowd, garbage, pothole, siren, resurfacing, medal, and general knowledge. The managers reacted to the stories with anger, frustration, surprise, shock, and defensiveness, but they also reacted with humor, relief, empathy, and with a recognition that in some instances, change was necessary. The managers used the stories to improve communications with citizens, alter spending priorities, reverse policy decisions, and improve their interpersonal skills. The stories also contained threatening information, and the managers engaged in efforts to protect city officials from undue criticism. - Reproduced
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | Volume no: 57, Issue no: 5 | Available | AR36235 |
Telephone interviews with 1,000 citizens and follow-up personal interviews with 42 citizens make up the stories citizens tell in two Texas cities. These stories were reviewed by four managers in the cities. Interviews with these managers reveal seven types of knowledge: crowd, garbage, pothole, siren, resurfacing, medal, and general knowledge. The managers reacted to the stories with anger, frustration, surprise, shock, and defensiveness, but they also reacted with humor, relief, empathy, and with a recognition that in some instances, change was necessary. The managers used the stories to improve communications with citizens, alter spending priorities, reverse policy decisions, and improve their interpersonal skills. The stories also contained threatening information, and the managers engaged in efforts to protect city officials from undue criticism. - Reproduced
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