000			01843naa a2200181uu 4500
001			7103116470810
003			OSt
005			20190211163236.0
008			071031s2007 xx ||||gr |0|| 0 eng d
100	1		_aHAMMOND, Thomas H _933027
245	1	0	_aWhy is the intelligence community so difficult to redesign? : _bsmart practices, conflicting goals, and the creation of purpose-based organizations
260			_aMalden, MA : _bBlackwell Publishing, _cJuly 2007
520	3		_aThe adoption of "smart practices" requires that smart practices can actually be identified for the areas of public policy in which we are interested. For the problem of designing structures for public agencies, however, identifying smart practices is not easy. This article explores the reasons for the substantial conservativism, lasting over 50 years, regarding the structural design of the U.S. intelligence community. One central argument is simply that it was very difficult to discover a clearly superior structure; in fact, the long-standing structure may have had some unrecognized virtues. But the other central argument is that one smart practice may have emerged since the 9/11 attacks: It involves the creation of problem-focused interagency centers that are intended to enhance the sharing and integration of information within the intelligence community. These conclusions about redesigning the structure of the intelligence community are based on the arguments of Luther Gulick on methods of departmentalization and Martin Landau on redundancy and system reliability
773	0	8	_tGovernance: an international journal of Policy, Administration, and Institutions _g20, 3, p. 401-422 _dMalden, MA : Blackwell Publishing, July 2007 _xISSN 14680491 _w
942			_cS
998			_a20071031 _b1647^b _cTiago
998			_a20071105 _b1558^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c24902 _d24902
041			_aeng