"The darkness of the threat of terrorism is immediate, but equally profound is the darkness of a lost public world," observes Camilla Stivers in this reflection on the wide gulf between government and citizens. Stivers explores the conjunction of these two kinds of "dark times" in the United States-an era of pervasive fear and sense of vulnerability triggered by the terrorist attacks of September 11, and the darkness brought on by the loss of a public space in which citizens openly discuss shared concerns. In this contemplative book, she probes the extent to which the loss of public space makes us unable to face the new challenges confronting our government. And because public administrators are the closest level of government to ordinary citizens, these doubly dark times question the meaning of public service. Stivers analyzes the search for truth and meaning in public service from Kant and Hobbes to Arendt and Foucault, uncovering the philosophical assumptions supporting the current managerial conception of governance. She proposes an alternative set that would enable public servants to foster more constructive democratic institutions. The book concludes with a model for public service ethics.

With the rush of calamitous events in recent years—the September 11 terror attacks, the Iraq imbroglio, and hurricanes Katrina and Rita—Americans feel themselves to be living in dark times. Trust in one another and in the government is at low ebb. People in public service face profound challenges to the meaning and efficacy of their work. Where can a public servant turn for a public philosophy to sustain practice? Inspired by Hannah Arendt and several other philosophers, Governance in Dark Times is the first book to explore the philosophical and value underpinnings needed to guide public servants in these times. Featuring down-to-earth discussions of such issues as terrorism, torture, and homeland security, it suggests ways for people in government to think more deeply, judge more wisely, and act more meaningfully. Camilla Stivers argues that the most urgent requirement in dark times is re-kindling what Arendt called "the light of the public," and offers practical steps for public servants to create spaces for citizen dialogue and engagement in public life. Ideas like "governance of the common ground" and "public service as social hope" will spark discussion and encourage renewed dedication to the work of governing. Grounded in the author's more than thirty years of teaching and administrative practice, Governance in Dark Times urges public servants in clear, jargon-free prose to reflect, to understand the world we live in, and to act responsibly, both individually and with fellow citizens.

An account of the significant though gradual, uneven, disconnected, ad hoc, and pragmatic innovations in global financial governance and developmental finance induced by the global financial crisis. In When Things Don't Fall Apart, Ilene Grabel challenges the dominant view that the global financial crisis had little effect on global financial governance and developmental finance. Most observers discount all but grand, systemic ruptures in institutions and policy. Grabel argues instead that the global crisis induced inconsistent and ad hoc discontinuities in global financial governance and developmental finance that are now having profound effects on emerging market and developing economies. Grabel's chief normative claim is that the resulting incoherence in global financial governance is productive rather than debilitating. In the age of productive incoherence, a more complex, dense, fragmented, and pluripolar form of global financial governance is expanding possibilities for policy and institutional experimentation, policy space for economic and human development, financial stability and resilience, and financial inclusion. Grabel draws on key theoretical commitments of Albert Hirschman to cement the case for the productivity of incoherence. Inspired by Hirschman, Grabel demonstrates that meaningful change often emerges from disconnected, erratic, experimental, and inconsistent adjustments in institutions and policies as actors pragmatically manage in an evolving world. Grabel substantiates her claims with empirically rich case studies that explore the effects of recent crises on networks of financial governance (such as the G-20); transformations within the IMF; institutional innovations in liquidity support and project finance from the national to the transregional levels; and the “rebranding” of capital controls. Grabel concludes with a careful examination of the opportunities and risks associated with the evolutionary transformations underway.

“A timely and provocative book exploring the origins of the national security state and the urgent challenge of reining it in” (The Washington Post). From Dick Cheney’s man-sized safe to the National Security Agency’s massive intelligence gathering, secrecy has too often captured the American government’s modus operandi better than the ideals of the Constitution. In this important book, Frederick A.O. Schwarz Jr., who was chief counsel to the US Church Committee on Intelligence—which uncovered the FBI’s effort to push Martin Luther King Jr. to commit suicide; the CIA’s enlistment of the Mafia to try to kill Fidel Castro; and the NSA’s thirty-year program to get copies of all telegrams leaving the United States—uses examples ranging from the dropping of the first atomic bomb and the Cuban Missile Crisis to Iran–Contra and 9/11 to illuminate this central question: How much secrecy does good governance require? Schwarz argues that while some control of information is necessary, governments tend to fall prey to a culture of secrecy that is ultimately not just hazardous to democracy but antithetical to it. This history provides the essential context to recent cases from Chelsea Manning to Edward Snowden. Democracy in the Dark is a natural companion to Schwarz’s Unchecked and Unbalanced, cowritten with Aziz Huq, which plumbed the power of the executive branch—a power that often depends on and derives from the use of secrecy. “[An] important new book . . . Carefully researched, engagingly written stories of government secrecy gone amiss.” —The American Prospect

Anna Rowlands offers a guide to the main time periods, key figures, documents and themes of thinking developed as Catholic Social Teaching (CST). A wealth of material has been produced by the Catholic Church during its long history which considers the implications of scripture, doctrine and natural law for the way these elements live together in community - most particularly in the tradition of social encyclicals dating from 1891. Rowlands takes a fresh approach in weaving overviews of the central principles with the development of thinking on political community and democracy, migration, and integral ecology, and by considering the increasingly critical questions concerning the role of CST in a pluralist and post-secular context. As such this book offers both an incisive overview of this distinctive body of Catholic political theology and a new and challenging contribution to the debate about the transformative potential of CST in contemporary society.

The development discourse has long been dominated by best practices prescriptions for reform, but these are not a useful way of responding to the governance ambiguities of the early 21st century. Working with the Grain draws on both innovative scholarship and Brian Levy's quarter century of experience at the World Bank to lay out an alternative-a practical, analytically grounded, "with-the-grain" approach to reducing poverty and addressing weaknesses in governance. Best practice prescriptions confuse the goals of development with the journey of getting from here to there. A strong rule of law, capable and accountable governments, and a flexible, level playing field business environment are indeed desirable end points. But the ability to describe well-governed states does not conjure them into existence. If the only available actions are all or nothing, then efforts at change will almost certainly fall short, leading to disillusion and despair. By contrast, this book takes as its point of departure the realities of a country's economy, polity and society, and directs attention towards the challenges of initiating and sustaining forward development momentum. The book: -- distinguishes among four broad groups of countries, according to whether polities are dominant or competitive, and whether institutions are personalized or impersonal -- identifies alternative options for governance and policy reform-top down options which endeavor to strengthen formal institutions, and options supporting the emergence of "islands of effectiveness" -- explores how to identify entry points for change where there is a good fit between divergent country contexts and alternative options for reform. Sometimes the binding constraint to forward movement can be institutional, making governance reform the priority; at other times, the priority can better be on inclusive growth. Taking the decade-or-so time horizon of practitioners, the aim is to nudge things along-seeking gains that initially may seem quite modest but sometimes can give rise to a cascading sequence of change for the better.

Both "bureaucracy" and "bureaucrats" have taken on a pejorative hue over the years, but does the problem lie with those on the "street-level" -- those organizations and people the public deals with directly -- or is it in how they are managed? Norma Riccucci knows that management matters, and she addresses a critical gap in the understanding of public policy by uniquely focusing on the effects of public management on street-level bureaucrats. How Management Matters examines not only how but where public management matters in government organizations. Looking at the 1996 welfare reform law (the Personal Responsibility and Work Opportunity Reconciliation Act, or PRWORA), Riccucci examines the law's effectiveness in changing the work functions and behaviors of street-level welfare workers from the role of simply determining eligibility of clients to actually helping their clients find work. She investigates the significant role of these workers in the implementation of welfare reform, the role of public management in changing the system of welfare under the reform law, and management's impact on results -- in this case ensuring the delivery of welfare benefits and services to eligible clients. Over a period of two years, Riccucci traveled specifically to eleven different cities, and from interviews and a large national survey, she gathered quantitative results from cities in such states as New York, Texas, Michigan, and Georgia, that were selected because of their range of policies, administrative structures, and political cultures. General welfare data for all fifty states is included in this rigorous analysis, demonstrating to all with an interest in any field of public administration or public policy that management does indeed matter.

The architectural historian and critic Kenneth Frampton 'never recovered' from the force of Hannah Arendt's teaching at The New School in New York. The philosopher Richard J. Bernstein considers her the most perceptive political theorist and observer of 'dark times' (a concept which, drawing from Brecht, she made her own). Building on the revival of interest in Hannah Arendt, and on the increasing turn in design towards the expanded field of the social, this unique book uses insights and quotations drawn from Arendt's major writings (The Human Condition; The Origins of Totalitarianism, Men in Dark Times) to assemble a new kind of lexicon for politics, designing and acting today. Taking 56 terms – from Action, Beginnings and Creativity through Mortality, Natality, and Play to Superfluity, Technology and Violence – and inviting designers and scholars of design world-wide to contribute, Designing in Dark Times: An Arendtian Lexicon, offers up an extraordinary range of short essays that use moments and quotations from Arendt's thought as the starting points for reflection on how these terms can be conceived for contemporary design and political praxis. Neither simply dictionary nor glossary, the lexicon brings together designing and political philosophy to begin to create a new language for acting and designing against dark times.

"A classic."—New York Times "Seminal, epochal, path-breaking . . . a Democracy in America for our times."—The Nation From the bestselling author of Bowling Alone, a landmark account of the secret of successful democracies Why do some democratic governments succeed and others fail? In a book that has received attention from policymakers and civic activists in America and around the world, acclaimed political scientist and bestselling author Robert Putnam and his collaborators offer empirical evidence for the importance of "civic community" in developing successful institutions. Their focus is on a unique experiment begun in 1970, when Italy created new governments for each of its regions. After spending two decades analyzing the efficacy of these governments in such fields as agriculture, housing, and healthcare, they reveal patterns of associationism, trust, and cooperation that facilitate good governance and economic prosperity. The result is a landmark book filled with crucial insights about how to make democracy work.

It is only in the last 250 years that ordinary people (in some parts of the world) have become citizens rather than subjects. This change happened in a very short period, between 1780 and 1820, a result of the foundations of democracy laid in the age of revolutions. A century later local governments embraced this shift due to rapid industrialization, urbanization, and population growth. During the twentieth century, all democratic governments began to perform a range of tasks, functions, and services that had no historical precedent. In the thirty years following the Second World War, Western democracies created welfare states that, for the first time in history, significantly reduced the gap between the wealthy and everyone else. Many of the reforms of that postwar period have been since rolled back because of the belief that government should be more like a business. Jos C.N. Raadschelders provides the information that all citizens should have about their connections to government, why there is a government, what it does, how it does it, and why we can no longer do without it. The Three Ages of Government rises above stereotypical thinking to show the centrality of government in human life.