By John O. McGinnis
Profitable democracies all through history--from old Athens to Britain at the cusp of the commercial age--have used the know-how in their time to collect info for higher governance. Our problem is not any diverse at the present time, however it is extra pressing as the accelerating speed of technological switch creates almost certainly huge, immense hazards in addition to merits. Accelerating Democracy exhibits tips on how to adapt democracy to new details applied sciences that could increase political choice making and let us to navigate the social rapids forward.
John O. McGinnis demonstrates how those new applied sciences mix to handle an issue as previous as democracy itself--how to aid electorate greater review the implications in their political offerings. As society grew to become extra advanced within the 19th century, social making plans grew to become a top-down company delegated to specialists and bureaucrats. this day, know-how more and more allows info to bubble up from lower than and filter out via extra dispersed and aggressive resources. McGinnis explains how one can use fast-evolving info applied sciences to extra successfully study earlier public coverage, convey extraordinary depth of scrutiny to present coverage proposals, and extra thoroughly expect the result of destiny coverage. yet he argues that we will be able to accomplish that provided that executive retains speed with technological switch. for example, it needs to revive federalism to allow assorted jurisdictions to check diversified rules in order that their effects might be evaluated, and it needs to legalize details markets to allow humans to wager on what the results of a coverage might be even ahead of that coverage is carried out.
Accelerating Democracy finds how we will in attaining a democracy that's expert by way of services and social-scientific wisdom whereas laying off the confidence and insularity of a technocracy.
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Extra resources for Accelerating Democracy: Transforming Governance Through Technology
But a closer look shows the two to be very similar. One position, the nonprofessional one, argued for the opening of higher-level positions to those lower in the hierarchy, where employees capable of higher-level work could be found. It also viewed experience in these jobs as adequate preparation. Additional training, sometimes in specially designed "bridge" jobs, could fill remaining gaps in a lower-level worker's preparation. A second position, the professional one, tended to view lowerlevel employees as unqualified for higher-level positions.
13These percentages are based on 115,306 departmental employees in the clerical, administrative, and fiscal service, and 551,788 in the total government service. 2 The clerical-administration grade structure, 1928 and 1976. The 1928 distribution is based on all CAF employees in the departmental and field service. The 1976 distribution is based on all employees in the general clerical and administrative, the personnel, the accounting and budget, and the business and industry occupational groups.
Each Structural Explanations 23 change has had important implications for organizational inequality and mobility. First, the federal civil service has grown enormously in the past century, though at an uneven rate. Second, with this growth has come substantial change in both ·the composition of white-collar work and the shape of the government hierarchy. The upper-level professional and administrative ranks grew even more rapidly than the work force of the government as a whole. Third, the specification of the civil service hierarchy itself has changed in response to the development and application of standardized position classification systems, a development linked to the rise of scientific management in the United States.