The Challenge Of Building Blocks, Obstacles, And Challenges Of Innovating Government

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Ways of Thinking
According to the reading that was provided, innovation in government has been a challenge. Sandford Borins identified that issue in his 2006 report, “The Challenge of Innovating in Government.” In Sandford Borins article, he discusses and outlines the five innovation building blocks, obstacles, and challenges of innovating government. Sandford Borins is a Professor of Public Management in the Joseph L. Rotman School of Management at the University of Toronto. He has written an extensive report on the challenge of innovation in government by discussing the five innovation building blocks.
Building block one discusses the use of system approach, building block two discusses the use of information technology, building
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Although he has identified the challenges, he also recommends ways of implementing innovation in government. Let’s first start off by identifying what Borins has identified under the five building blocks of innovation in his report.
Ways of Acting:
In “The Challenge of Innovating in Government,” Sandford Borins (2006) report first identifies the five innovation building blocks. The first building block was the use of a system approach. According to Borins (2006), from a previous study, approached the data with his own classification scheme for the characteristics of the innovations, partnership, which was one component. Borins (2006) identified that there are varying levels of complexity and comprehensiveness of organizational partners and cooperative arrangements.
Building block two: the use of information technology systems in large government are large and expensive, and experience has shown that some systems have been costly and disastrous failures (Borins, 2006). Information technology is widely considered as a way of innovation, but with the technologic advancement it has been a challenge for government.
Building block three: process improvement refers to innovation designed to make governmental processes faster, friendlier, or more acceptable (Borins, 2006). According to Borins (2006), these initiatives often involved applications of the Pareto rule (20 percent of the cases are responsible for 80 percent of the workload, and
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