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After a career of more than 40 years, Murray-Rust, former Dean of Libraries at Georgia Tech and a self-proclaimed library disrupter, sees our profession’s central challenge as simply this: how to turn the library outward in order to make a difference in the lives of individuals and the community. In this book she encourages readers to look an uncertain library future square in the eye. She shares stories from her transformational years at Georgia Tech Libraries which present both inspiration and practical advice on how to stand up for values while changing the ways we act upon them. Organized around seven action steps for change, this book offers takeaways and activities you can adapt to your work style and organizational culture. You will learn from such stories and lessons as

• the three different kinds of information you need for measuring impact;
• using new frameworks, outside fragmented, risk-adverse library structures, to get the work done;
• the limitations of trying to manage your way through major cultural change;
• embedding in the community to develop visions and strategies for improvement;
• painful and challenging times that set Murray-Rust on a path of self-learning;
• how an uncomfortable assignment led to a sought-after seat at the table for a university-wide capital construction project;
• the bold promise that got the library onto the high-priority list for renovation;
• visiting a Toyota plant to learn how to encourage employee engagement and creativity; and
• learning to listen with the "turning outward" philosophy of Harwood Institute.

A foundational examination of how research, theory, and innovation shape effective public management and democratic governance.

The subject of reform in the public sector is not new; indeed, its latest rubric, reinventing government, has become good politics. Still, as the contributors ask in this volume, is good politics necessarily good government?

Given the growing desire to reinvent government, there are hard questions to be asked: Is the private sector market model suitable and effective when applied to reforming public and governmental organizations? What are the major political forces affecting reform efforts in public management? How is public management reform accomplished in a constitutional democratic government? How do the values of responsiveness, professionalism, and managerial excellence shape current public management reforms? In this volume, editors H. George Frederickson and Jocelyn M. Johnston bring together scholars with a shared interest in empirical research to confront head-on the toughest questions public managers face in their efforts to meet the demands of reform and innovation.

Throughout the book, the authors consider the bureaucratic resistance that results when downsizing and reinvention are undertaken simultaneously, the dilemma public managers face when elected executives set a reform agenda that runs counter to the law, and the mistaken belief that improved management can remedy flawed policy.