01373pab a2200157 454500008004000000100001900040245010700059260000900166300001500175362001200190520094000202650001001142650001101152700001901163773003301182180718b2015   xxu||||| |||| 00| 0 eng d  aMorrell, Kevin  aImpossible jobs or impossible tasks? client  volatility and frontline policing practice in Urban riots  c2015  ap.264-274.  aMar-Apr  aVarious public administration jobs are described as impossible, meaning that they have an unpopular or illegitimate client base, stakeholders have conflicting values, and leaders and their agency's mission are continually questioned. Although this framework is widely used, it has also become overgeneralized. The authors propose three theoretical extensions to understanding impossible jobs based on findings from a three-year multimethod study of riot policing. First, a distinction can be drawn between impossible jobs and impossible tasks. Second, the relationship between impossible jobs and street-level bureaucracy is clarified; the case of riot police shows that some street-level bureaucrats face impossible tasks. Third, the authors show that the conceptualization of the client base has been overly static in some situations, the client base fractures, or grows rapidly, and legitimacy can change in real time. - Reproduced.  aRiots  aPolice  aCurrie, Graema  aPublic Administration Review