Washington, Westminster and Whitehall
In an important and provocative contribution to the debate on 'the British disease' in the 1980s, Walter Williams draws on his extensive American experience of central government management and analysis to recommend critical structure changes in the organisation of government in Britain. In this book, first published in 1988, Williams sees such radical upheaval as the only solution to her besetting economic and social problems, and calls for two interlocking revolutions - one in the structure of central government in Britain, and the other in the critical economic institutions of the nation. The latter can only succeed if the former has occurred, and Professor Williams focuses sharply on the managerial and analytic changes necessary. He argues that only with wholesale modernisation can any government, of whatever political hue, provide the institutional capacity to cope with the problems of a nation in deep social and economic decline. Written in a lucid and highly accessible style, Washington, Westminster and Whitehall is likely to provide a compelling text for anyone interested in the nature and development of government in Britain.
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The governance problem in broad perspective
An Americans view of British government
Expert information and analysis
The analytic perspective
Modernizing the parliament and the center
Modernizing the ministries
Breaking the pattern
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agency American analytic capacity analytic office argues Attlee basic Bevin Britain British central government British Disease British government bureaucratic Cabinet government Cabinet Office capacity civil servants civil service competence complexity Congress CPRS critical decisionmaking demands departmental departments discussion dominated Economist Edmund Dell effective effort Eisenhower elite Ernest Bevin experience federal functions Gaulle generalist George Jones Herbert Morrison higher civil servants House of Commons Hugh Dalton Ibid implementation interviews issue junior ministers Labour government leader leap legislative managerial mandarins ment ministers and mandarins modern objectives observed options organization organizational mastery Oxbridge Parliament parliamentary party permanent secretary Peter Hennessy policy analysis policy research Policy Unit policymaking political executives political leadership politicians postwar pre-modern president presidential prime minister Prime Minister's problem programs question Reagan reform responsibility role scrutiny Second secrecy sector select committees skills staff strategic strong style Thatcher government thinking Whitehall