Author Archive

John Kamensky

John Kamensky

Senior Fellow, IBM Center for the Business of Government

John M. Kamensky is a Senior Research Fellow for the IBM Center for the Business of Government. He previously served as deputy director of Vice President Gore's National Partnership for Reinventing Government, a special assistant at the Office of Management and Budget, and as an assistant director at the Government Accountability Office. He is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs at the University of Texas at Austin.
John M. Kamensky is a Senior Research Fellow for the IBM Center for the Business of Government. He previously served as deputy director of Vice President Gore's National Partnership for Reinventing Government, a special assistant at the Office of Management and Budget, and as an assistant director at the Government Accountability Office. He is a fellow of the National Academy of Public Administration and received a Masters in Public Affairs from the Lyndon B. Johnson School of Public Affairs at the University of Texas at Austin.
Management

Nudge in the City: Using Science to Improve Public Services

Cutting-edge technology is nice, but sometimes just changing the size of a mailing envelope can determine whether a program is successful.

Management

How a CDC Program Is Changing Behavior to Reduce Mine Worker Injuries

Thousands of miners are injured each year; scientists at the Centers for Disease Control and Prevention sought to learn why, and then do something about it.

Management

After Federal Officials Sent Letters to Over-Prescribing Docs, Prescriptions Fell and Patient Safety Rose

A small office at GSA is helping agencies apply behavioral science to reap big improvements in program effectiveness.

Management

People Don’t Always Behave Rationally—Agencies are Learning to Plan for That

Officials are increasingly leveraging the power of behavioral science to enhance program performance.

Management

Decoding the Language of Behavioral Science for Government Officials

Before the techniques can be used to improve program outcomes, it’s helpful if we can agree on what the terminology actually means.

Management

How Behavioral Science Could Improve Federal Programs

The private sector has been using psychological insight for years to promote certain outcomes.

Featured eBooks
Management

Why the Future of Work Is a Challenge for Government

The federal workforce needs to be reskilled. Expect major disruptions ahead.

Management

How to Give Employees Effective Feedback

Managers often create more problems than they solve when discussing performance with staff.

Management

Why Engagement Matters and How to Improve It

The results of past employee viewpoint surveys haven’t been very useful to most frontline managers trying to address challenges specific to their organizations.

Management

Federal Foresight Community of Interest Turns Five

An intrepid band of analysts from across the federal government is working hard to identify the long-term challenges that should concern today’s decision makers.

Management

How Regional Partnerships Are Tapping Talent to Solve Public Problems

Federal, state and local governments are working with universities to tackle things from opioid abuse to crumbling infrastructure.

Management

Where Are the Stories About Government’s Vital Work?

Agencies need to do a better job of explaining what they do and why it matters.

Featured eBooks
Management

Building a Culture of Informed Decision Making

A new law aims to institutionalize an evidence-driven culture in agencies. Implementation won’t be easy.

Management

Improving Program Management

Two years after the Program Management Improvement and Accountability Act was signed into law, slow but steady progress is being made.

Management

From Patchwork to Network: Serving the Whole Veteran

As former Undersecretary of Defense for Policy Michèle Flournoy once said, “Veterans don’t come home to federal agencies; they come home to communities.”

Management

If You Want To Foster Innovation, Support Curious Employees

Most breakthroughs result from inquisitive workers, not an innovation office staffed by specialized “innovators.”