Other Editions 1. Friend Reviews. To see what your friends thought of this book, please sign up. To ask other readers questions about Extreme Government Makeover , please sign up. Be the first to ask a question about Extreme Government Makeover. Lists with This Book. Community Reviews. Showing Average rating 4. Rating details. More filters. Sort order. Nov 01, Lghamilton rated it liked it. How to straighten the pipes of government in a nutshell: fewer transactions, review in parallel, idiot-proof the forms.
Aug 19, Kelly Lovett rated it really liked it. Definitely got some things right about government and there were some good tidbits. But also some advice seemed very oversimplified and likely to only help with the less thorny issues.
Mar 04, Elizabeth rated it it was amazing. A must read An absolute must read for anyone who works in government or a non-profit organization.
Great practical tips and good advice on changing stagnant thinking. As an auditor, I make recommendations to improve government, so this is my job.
What I liked about the book was the heart and soul, and accessible examples it brought to the topic. There is nothing groundbreaking in this book, which mostly relies on process mapping and redesign as a tool for improving government.
When task complexity is simple, process is likely complex. When task is complex, the reverse can be true. Getting employees to do more through extrinsic motivation pay, punishments will only move them to the extent you put energy into the system.
You push, they move. This requires too much pushing. Holding people accountable leads to avoidance behaviors and CYA. A quick read, and his arguments for efficient delivery based upon customer needs are certainly not new.
However, he does draw a bead on common mistakes and misguided theories about government workers. CYA is a disease that infects the workspace and hinders efficient process. Our customers suffer. Oct 18, Anna rated it really liked it Shelves: management. Commonsense approaches to government bloat.
A must read for improvement minded public sector professionals. Only criticism is that it could have been improved by a strong edit to reduce duplication, but that repetitive style is quite common for business books. Dec 08, Du rated it really liked it Shelves: management. Pretty good book with a nice overview of ways to reform government.
Best thing is that there is a strong stress that cuts aren't the best way, we need to look at systems and outcomes as ways to reform government. Very good short book. Easy read. The example of how gov't gets too complicated is spot on. Very practical. Makes sense. I like it. Nov 11, Greg Williams rated it really liked it Shelves: leadership.
Great, usable, practical advice and strategies for the government leader pursuing transformative change. Thought provoking. However, we often are starting with some difficulties. Miller suggests, therefore, that by removing all of the toxic blame avoidance processes and by giving employees the opportunity to gain mastery and to see the purpose, the customers of government will receive much better products and will receive them much faster.
Parallel processing. Parallel processing allows employees to work independently and in parallel, instead of being forced to work sequentially. They simply need a succinct plan to be eliminated once and for all. A common concern is that if the process goes faster, then quality will be sacrificed. However, Miller shows examples where the opposite is true.
At its core, if a person is given a greater view of the overall product, and is given more time away from blame avoidance activities, then they can spend more time to verify the quality of their portion of work.
Additionally, if there are more inspectors, each only feels a fraction of the responsibility for the results. The techniques such as checklists that seek to error-proof processes are proposed as helpful in increasing the quality of process outputs. Moving faster and producing higher-quality products will lead to cost-savings. Miller next introduces how the bottom line can be impacted through more specific principles. Time, transactions, mistakes, specialist touches, and management intervention are all cost drivers.
All of these aspects formerly cost time and money on the part of the customer and the agency. Miller next makes a few distinctions regarding the overall structure of pipes and technology use. These pipes are the most important because they actually serve the end role of government. Thus, improvement efforts should start here. All other processes should be ordered such that they can best support these mission pipes, often rightfully forsaking priority for other service pipes. Many examples are given in this regard.
Miller then makes the distinction that technology for its own sake will not lead to a better process. However, if technology allows for truly faster, better, and cheaper processes, then it can be considered a useful tool.
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