Successfully Executing Ambitious Strategies in Government: An Empirical Analysis

How are senior government executives who attempt to execute an ambitious vision requiring significant strategic change in their organizations able to succeed? How do they go about formulating a strategy in the first place? What managerial and leadership techniques do they use to execute their strategy? In this paper, these questions are examined by comparing (so as to avoid the pitfalls of "best practices" research) management and leadership behaviors of a group of agency leaders from the Clinton and Bush administrations identified by independent experts as having been successful at executing an ambitious strategy with a control group consisting of those the experts identified as having tried but failed at significant strategic change, along with counterparts to the successes, who had the same position as they in a different administration. We find a number of differentiators (such as using strategic planning, monitoring performance metrics, reorganizing, and having a smaller number of goals), while other techniques either were not commonly used or failed to differentiate (such as establishing accountability systems or appeals to public service motivation). We find that agencies that the successes led had significantly lower percentages of political appointees than the average agency in the government. One important finding is that failures seem to have used techniques recommended specifically for managing transformation or change as frequently as successes did, so use of such techniques does not differentiate successes from failures. However, failures (and counterparts) used techniques associated with improving general organizational performance less than successes.

The QCD sign problem as a total derivative

We consider the distribution of the complex phase of the fermion determinant in QCD at nonzero chemical potential and examine the physical conditions under which the distribution takes a Gaussian form. We then calculate the baryon number as a function of the complex phase of the fermion determinant and show 1) that the exponential cancellations produced by the sign problem take the form of total derivatives 2) that the full baryon number is orthogonal to this noise. These insights allow us to define a self-consistency requirement for measurements of the baryon number in lattice simulations.Comment: 5 pages, reference added, version to appear in PRD rapid communication

The density in the density of states method

It has been suggested that for QCD at finite baryon density the distribution of the phase angle, i.e. the angle defined as the imaginary part of the logarithm of the fermion determinant, has a simple Gaussian form. This distribution provides the density in the density of states approach to the sign problem. We calculate this phase angle distribution using i) the hadron resonance gas model; and ii) a combined strong coupling and hopping parameter expansion in lattice gauge theory. While the former model leads only to a Gaussian distribution, in the latter expansion we discover terms which cause the phase angle distribution to deviate, by relative amounts proportional to powers of the inverse lattice volume, from a simple Gaussian form. We show that despite the tiny inverse-volume deviation of the phase angle distribution from a simple Gaussian form, such non-Gaussian terms can have a substantial impact on observables computed in the density of states/reweighting approach to the sign problem.Comment: 43 pages, 4 figure

Successfully Executing Ambitious Strategies in Government: An Empirical Analysis

How are senior government executives who attempt to execute an ambitious vision requiring significant strategic change in their organizations able to succeed? How do they go about formulating a strategy in the first place? What managerial and leadership techniques do they use to execute their strategy? In this paper, these questions are examined by comparing (so as to avoid the pitfalls of “best practices” research) management and leadership behaviors of a group of agency leaders from the Clinton and Bush administrations identified by independent experts as having been successful at executing an ambitious strategy with a control group consisting of those the experts identified as having tried but failed at significant strategic change, along with counterparts to the successes, who had the same position as they in a different administration. We find a number of differentiators (such as using strategic planning, monitoring performance metrics, reorganizing, and having a smaller number of goals), while other techniques either were not commonly used or failed to differentiate (such as establishing accountability systems or appeals to public service motivation). We find that agencies that the successes led had significantly lower percentages of political appointees than the average agency in the government. One important finding is that failures seem to have used techniques recommended specifically for managing transformation or change as frequently as successes did, so use of such techniques does not differentiate successes from failures. However, failures (and counterparts) used techniques associated with improving general organizational performance less than successes

Anamonics

Attention, recreational linguists! Scrabble players of the world have explained their reach well beyond memorizing massive word lists and anagramming racks of letter tiles. They do not just sit across a multicolored board from each other and smack their chess clocks and shake their tile bags

In-Situ Transfer Standard and Coincident-View Intercomparisons for Sensor Cross-Calibration

There exist numerous methods for accomplishing on-orbit calibration. Methods include the reflectance-based approach relying on measurements of surface and atmospheric properties at the time of a sensor overpass as well as invariant scene approaches relying on knowledge of the temporal characteristics of the site. The current work examines typical cross-calibration methods and discusses the expected uncertainties of the methods. Data from the Advanced Land Imager (ALI), Advanced Spaceborne Thermal Emission and Reflection and Radiometer (ASTER), Enhanced Thematic Mapper Plus (ETM+), Moderate Resolution Imaging Spectroradiometer (MODIS), and Thematic Mapper (TM) are used to demonstrate the limits of relative sensor-to-sensor calibration as applied to current sensors while Landsat-5 TM and Landsat-7 ETM+ are used to evaluate the limits of in situ site characterizations for SI-traceable cross calibration. The current work examines the difficulties in trending of results from cross-calibration approaches taking into account sampling issues, site-to-site variability, and accuracy of the method. Special attention is given to the differences caused in the cross-comparison of sensors in radiance space as opposed to reflectance space. The results show that cross calibrations with absolute uncertainties lesser than 1.5 percent (1 sigma) are currently achievable even for sensors without coincident views

To submit or not submit: The burden of evaluation on postgraduate medical trainees

Purpose Academic centers utilize web-based surveillance systems to administer their evaluations, but little is known about their impact on the evaluation responsibilities delegated to medical residents. Method Using a mixed-methods approach, a retrospective content analysis was conducted of the evaluation activities experienced by a cohort of 29 residents as they completed their training in general internal medicine from 2009-2012. These data were triangulated with group interviews conducted with current internal medicine residents in 2012-2013. Results The internal medicine program electronically requested that its residents complete 8,614 evaluation reports on clinical faculty, curriculum, and junior trainees (345 requests annually per resident). Residents reported feeling overwhelmed by their ongoing evaluation workload, and admitted that their motivation to submit high-quality appraisals was dissipating. Residents perceived that their program valued certain evaluations more than others, and this was a major factor in their decision regarding whether or not they would eventually submit an appraisal. Feedback submitted on program evaluation related appraisals were viewed as having the least value, and residents were significantly less likely to submit these evaluations. Conclusions Although web-based surveillance systems are efficient in distributing thousands of evaluations, residency programs to engage in ongoing vigilance of the unintended consequences associated with their use