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Developing Networks for Improvement

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Applying an Implementation Lens
Balanced Scorecard as a Strategy for Performance Improvement
Building Coalitions
Bureaucratic Politics, Organizational Design and Decision-Making
Cognitive Biases
Defining Policy Problems and Policy Making Under Pressure
Developing Networks for Improvement
Efficiency, Effectiveness, and Instrument Choice
Financing and Fundraising in the Third Sector
Implementation and Policy
Implementation and Policy
Implementation and Risk
Implementation and the Budget Context
Implementation Environment
Implementing through Markets
Implementing with Partners
Improving Organizational Performance Through Competition
Learning as a Performance Strategy
Leveraging Diversity
Managing a Global Team
Managing Conflict
Managing Partnerships: Multi-Party Arrangements
Managing Risk: The “New” Way Forward in Managing?
Mission and Strategy
Models of Policy Making
Modernization of Public Sector Organizations
Multi-Level Governance
Network Assessment and Analysis
Operations and Marketing Strategy
Organizational Alignment
Organizational Behaviour
Organizational Culture
Organizational Performance and Management Reform
Organizing for Collaboration and Partnership
Organizing for Performance
Overview of Recent Trends in Public Administration
Performance Information as a Management Tool
Policy Analysis and Contemporary Governance
Policy Design and Instrument Choice
Policy Evaluation
Public Services in the Age of Restraint - new public service delivery models and the quest to do better with less
Public-Private Partnerships
Recent Trends from Comparative Public Administration
Rules vs. Discretion
The Crisis of “Governability” (1970s) and its Effects
The Meaning of Strategy in Public Management
The Role of Leadership in Strategy and Implementation
The Role of the Board and Strategic Governance in Third Sector Organizations
The Shift to Public Governance
Theories of Human Motivation and Decision Making: Rational Choice
Working in Teams


Developing Networks for Improvement

This teaching topic deals with the use of coaches and role models to improve individual and organizational performance.

Recommended Reading (Harvard MLD-110B)

Institute for Healthcare Improvement: The Campaign to Save 100,000 Lives, Stanford Business Case L-13, 36 pages

Jerome Groopman, MD, Chapter 6, "The Uncertainty of the Expert" in How Doctors Think, Houghton Mifflin, 2007, pp. 132-155

Atul Gawande, MD, "The Checklist", The New Yorker, December 10, 2007, pp. 1-13

Philip E. Tetlock, "How Accurate Are Your Pet Pundits", Project Syndicate

Source: MLD-110B Syllabus, Steven Strauss, (accessed 11 February 2013).

Page created by: Ben Eisen, last updated 17 June 2013.


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