Behavioral Public Performance: How People Make Sense of Government Metrics

Research output: Book/Report › Book › Research › peer-review

Standard

Behavioral Public Performance : How People Make Sense of Government Metrics. / James, Oliver; Moynihan, Donald ; Olsen, Asmus Leth; Van Ryzin, Gregg.

Cambridge University Press, 2020. 120 p.

Research output: Book/Report › Book › Research › peer-review

Harvard

James, O, Moynihan, D, Olsen, AL & Van Ryzin, G 2020, Behavioral Public Performance: How People Make Sense of Government Metrics. Cambridge University Press. https://doi.org/10.1017/9781108761338

APA

James, O., Moynihan, D., Olsen, A. L., & Van Ryzin, G. (2020). Behavioral Public Performance: How People Make Sense of Government Metrics. Cambridge University Press. https://doi.org/10.1017/9781108761338

Vancouver

James O, Moynihan D, Olsen AL, Van Ryzin G. Behavioral Public Performance: How People Make Sense of Government Metrics. Cambridge University Press, 2020. 120 p. https://doi.org/10.1017/9781108761338

Author

James, Oliver ; Moynihan, Donald ; Olsen, Asmus Leth ; Van Ryzin, Gregg. / Behavioral Public Performance : How People Make Sense of Government Metrics. Cambridge University Press, 2020. 120 p.

Bibtex

@book{e801361eb1ef4b1aa7bc6fe4419263b3,
title = "Behavioral Public Performance: How People Make Sense of Government Metrics",
abstract = "A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performance movement has neglected a second revolution in behavioral science that has revealed cognitive limitations and biases in people's identification, perception, understanding and use of information. This Element introduces a new approach - behavioral public performance - that connects these two revolutions. Drawing especially on evidence from experiments, this approach examines the influence of characteristics of numbers, subtle framing of information, choice of benchmarks or comparisons, human motivation and information sources. These factors combine with the characteristics of information users and the political context to shape perceptions, judgment and decisions. Behavioral public performance suggests lessons to improve design and use of performance metrics in public management and democratic accountability",
author = "Oliver James and Donald Moynihan and Olsen, {Asmus Leth} and {Van Ryzin}, Gregg",
year = "2020",
doi = "10.1017/9781108761338",
language = "English",
isbn = "9781108761338",
publisher = "Cambridge University Press",
address = "United Kingdom",

}

RIS

TY - BOOK

T1 - Behavioral Public Performance

T2 - How People Make Sense of Government Metrics

AU - James, Oliver

AU - Moynihan, Donald

AU - Olsen, Asmus Leth

AU - Van Ryzin, Gregg

PY - 2020

Y1 - 2020

N2 - A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performance movement has neglected a second revolution in behavioral science that has revealed cognitive limitations and biases in people's identification, perception, understanding and use of information. This Element introduces a new approach - behavioral public performance - that connects these two revolutions. Drawing especially on evidence from experiments, this approach examines the influence of characteristics of numbers, subtle framing of information, choice of benchmarks or comparisons, human motivation and information sources. These factors combine with the characteristics of information users and the political context to shape perceptions, judgment and decisions. Behavioral public performance suggests lessons to improve design and use of performance metrics in public management and democratic accountability

AB - A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performance movement has neglected a second revolution in behavioral science that has revealed cognitive limitations and biases in people's identification, perception, understanding and use of information. This Element introduces a new approach - behavioral public performance - that connects these two revolutions. Drawing especially on evidence from experiments, this approach examines the influence of characteristics of numbers, subtle framing of information, choice of benchmarks or comparisons, human motivation and information sources. These factors combine with the characteristics of information users and the political context to shape perceptions, judgment and decisions. Behavioral public performance suggests lessons to improve design and use of performance metrics in public management and democratic accountability

U2 - 10.1017/9781108761338

DO - 10.1017/9781108761338

M3 - Book

SN - 9781108761338

BT - Behavioral Public Performance

PB - Cambridge University Press

ER -

ID: 235151552