卢西亚诺·安德雷纳奇

• 1:阿根廷圣马丁国立大学/拉丁美洲社会科学学院

摘要(Abstract)：

<正>一、概述巴泽雷的新著《公共管理:以设计为导向的专业学科》(Public Management as a Design-oriented Professional Discipline)让我们重新思考公共管理(Public Management)。他回顾了公共管理的智识传统,并提出了一个新的、一致的结构来理解其定位和方法。他希望将公共管理塑造成一个"以设计为导向的专业学科",以加强其作为一个学术领域的地位。

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作者(Author): 卢西亚诺·安德雷纳奇

参考文献(References)：

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• (1)请参阅Cross(1982)和Lawson(2012)。巴泽雷之前的一篇文章介绍了他的工作与西蒙创建的应用于公共管理的设计科学之间的关系(Barzelay,2012)。
• (2)巴泽雷发展了西蒙对于公共行政领域中的“人工现象”(artificial phenomena)的定义。他所说的公共管理的“目的性现象”(purposeful phenomena)包括公共组织及其意图，以及为了实现其意图所开展的活动(Barzelay,2012,2019)。
• (1)在索绪尔的经典语言学模式中，“符号”(sign)指的是一种“能指的”或者声学的意象，即一个词;“意义”(meaning)指的是一个概念，或一个或多或少有组织的动态的理念，它们的目的是要理解一个词。
• (2)巴泽雷引用了Cross(2008)和Lawson(2012)的观点来说明“设计思维”(design thinking)。
• (3)关于“设计项目”，请参阅本期专栏中巴泽雷文章中的第四点猜想。
• (1)起初，读者一开始可能会因为这些概念的反传统性而感到震惊。我也一样。但是如果你耐心地读下去，在本书最后提供的术语表的帮助下，这些概念的展开将逐渐揭示它们的概念基础。这种与既定术语的区别不仅是一种标签的选择，还符合新框架中概念一致性的要求。
• (2)专业性的思维聚焦于识别目的、规划和结果之间的关系。
• (3)巴泽雷重新审视了亨利·法约尔关于企业组织如何运作的理论。他使用“组织”(enterprise)一词来指出那些使企业运转所必需的综合体系(complex)以及使企业运行的各种“功能”(functions)。
• (1)解释(explanation)指的是把事情说清楚，阐释(explication)则意味着更为详细的分析和细节的展开。请参阅https://link.springer.com/chapter/10.1057%2F9781137344557_9，最后访问时间为2020年6月8日。
• (2)请参阅Fayol(1916)、Rojas(2016)以及本期专栏中巴泽雷文章中的第四点猜想。
• (3)“情境—过程”指的是一种流动式的行为与情境交互的过程，这个过程贯穿从初始状态到结果呈现的全程。
• (4)巴泽雷指的是过程社会学对于先后序列发生的社会实践和行为之间因果关系的构建。
• (5)我过去的专业实践和研究告诉我，“契合”(fit)可能不会发生。当激活和中和都并未按预期实现，我们就会看到一个“功能失灵的整体”(non-functioning whole)。其中，设计的项目(d.projects)没有准确地把问题呈现为挑战和解决方案。因此，对于设计项目的逆向工程也可成为解释“政策失败”的重要方法(Zittoun,2015)。
• (1)有趣的是，这一点可以与规划学中所谓的“论证学转向”(argumentative turn，参见Dryzek,1993)以及“递归学习”(recursive learning，参见Friedman,2011)联系起来。
• (2)除了本书直接提到的两个案例，请参阅他对案例研究的思考(1993,2007)以及对他自己开展的案例研究:“安达卢西亚的账单:产业促进中心与马凯尔大理石产业”(1990);“防止马萨诸塞州的污染:黑石项目”(与Esther Scott合作，1993);“中央审计机构和绩效审计:一项关于OECD国家的组织战略的比较分析”(2002);“设计公共管理政策变更的过程:巴西和秘鲁的案例研究的实际意义”(与Francisco Gaetani、Juan Carlos Cortzar Velarde合作，2002);“推进重要项目执行的管理系统开发:巴西em A92o的案例”(2004);以及“欧洲委员会财务管理的改革:一个公共管理政策周期案例研究”(与Roger Levy、Antonio Porras Gómez合作，2011)。还有另外三个案例(这些案例的标题是临时性的):“巴西打击城市腐败的审计行动”(与Serrgio Seabra合作)、“向巴西Jovem de Futuro计划学习企业如何推动系统变革”(与Humberto Martins合作)和“极端情况下的公共管理:2019年印度普拉亚格拉杰大壶节”(与严奕飞、我合作)。
• (3)基于32页脚注(3)所述，我将“扩展版法约尔”添加到巴泽雷所说的“后穆尔理论、新西蒙主义”之后。
• (1)通常指的是从过去的问题和现在的境况中提取经验和规则。
• (2)在音乐和戏剧中，“曲目”(repertoire)是个人或团体准备表演或擅长表演的作品、风格或角色的一个清单或一组集合。参见https://www.lexico.com/cn/definition/repertoire，最后访问时间为2020年6月16日。
• (1)在我们的项目(极端状况下的公共管理:2019年印度普拉亚格拉杰大壶节)中，第一步是用价值链对私营企业改造后的竞争力分析进行了调整(Porter,1998)，第二步则用了泳道图(swim-lane diagram)来绘制案例的时间轴(Barzelay and Cortzar,2004)。
• (1)在我们的讨论中，巴泽雷向我介绍了TRIZ(теория решения изобретательских задач，或曰“发明问题解决论”)。它是20世纪40年代后期苏联开发的一种源于对创造模式研究而产生的工具，用于解决问题、分析和预测。针对创新中看起来无法解决的矛盾问题，它设置了一系列标准化的回答方式，从而实现创新。参见https://en.wikipedia.org/wiki/TRIZ和http://www.xtriz.com/，最后访问时间为2020年6月14日。
• (1)See Cross(1982)and Lawson(2012). A previous writing of his develops how it relates to Simon’s work on creating a design science applied to public administration(Barzelay,2012).
• (2)Further developing Herbert Simon’s definition of“artificial phenomena”for public administration,Barzelay’s PM“purposeful phenomena”are public organizations,their intent,and the kind of activities created to fulfill intent(Barzelay,2012 and 2019).
• (1)In Ferdinand de Saussure’s classic scheme of linguistics,a “sign”is made of a “significant”,or acoustic image(a word),and a“meaning”(a concept,or a dynamic,more or less organized system of ideas making sense of the word).
• (2)Barzelay refers to Cross(2008)and Lawson(2013)for“design thinking”.
• (1)See the author’s own view of what design-projects are in Guess#4 of his contribution to this number.
• (2)The labeling might strike the reader as too unconventional at first. It certainly did to me. But patiently following,with the help of the Glossary provided in the end,the way these ideas are developed will gradually reveal the conceptual underpinning of the new labels. This parting from established formulations is not just the consequence of a labeling choice but fits the needs for conceptual coherence in the new framework.
• (3)A professional kind of thinking focused on identifying the relationship between purpose,lay-out and results.
• (1)Barzelay revisits Henri Fayol’s theories of how a firm(entreprise)works,using the expression“enterprise”to point to the complex of necessities,or“functions”allowing the firm to perform.
• (2)While“explanation”is used to make things plain or clear，“explication”implies analysis or development in detail is needed. See https://link.springer.com/chapter/10.1057%2F9781137344557_9(consulted 08/06/2020).
• (3)See Fayol,Rojas,and Barzelay’s Guess#4 of his contribution to this volume.
• (4)A scenario-process is a flow-like process of activities interacting with context,leading through changing scenarios from initial conditions to outcomes.
• (5)Barzelay refers to processual sociology’s idealized causal descriptions linking sequences of social practices and behaviors.
• (6)I may add(as my professional practice and research often indicates)that the“fit”may not happen,pointing to a“non-functioning whole”where activation and neutralization did not work as expected. The d.project didn’t produce an adequate representation of problems into challenges and solutions. The reverse-engineering of dprojects can thus become a key methodological tool for“policy failure”(Zittoun,2015).
• (1)I see the point interestingly related to what is called,in planning,the“argumentative turn”(see Dryzek),as well as“recursive learning”(see Friedman).
• (1)See his considerations on case studies(1993,2007),and his own cases studies,beside the two directly addressed in the book:“Paying the Bills in Andalusia. Spain’s Instituto de Promoción Industrial de Anadalucía and the Macael Marble Industry”(1990);“Preventing Pollution in Massachusetts:the Blackstone Project”(with Esther Scott,1993);“Central Audit Institutions and Performance Auditing:A Comparative Analysis of Organizational Strategies in the OECD”(2002);“Designing the Process of Public Management Policy Change:Practical Implications of Case Studies on Brazil and Peru”(with Francisco Gaetani and Juan Carlos Cortázar Velarde,2002);“Developing Management Systems to Implement Priority Projects:The Case of Brasil em A92o”(2004); and “The Reform of Financial Management In the European Commission:A Public Management Policy Cycle Case Study”(with Roger Levy and Antonio Porras Gómez,2011). Three more are coming(titles are provisory):“Brazil’s Controladoria-Geral da Uni2o Initiative to Curb Municipal Corruption(with Sérgio Seabra)”;“Learning from Brazil’s Jovem de Futuro about Systems-Change Enterprises”(with Humberto Martins); and“Public Management in the Extreme. The 2019 Prayagraj Kumbh Mela Festival in India”(with Yifei Fan and me).
• (2)I add“Fayol-augmented”to Barzelay’s“post-Moore,neo-Simonian synthesis”for the reasons considered in footnote#9.
• (3)Standardly seen as the extraction or extension of lessons or rules arising from past problems or situations to present ones.
• (1)In our project(“Public Management in the Extreme. The 2019 Prayagraj Kumbh Mela Festival in India”),we are using an adaptation of a private firm’s competitiveness analysis through its value chain(Porter,1998)for the first step,and a swim-lane diagram applied on a case’s events timeline(Barzelay and Cortázar)for the second step.
• (1)As used in music and theater,a“repertoire”is a list or set of compositions,styles,or roles,which groups or individuals prepare to perform,or specialize in performing. See https://www. lexico. com/en/definition/repertoire(consulted 06/16/20).
• (1)Michael Barzelay introduced me to TRIZ(теория решения изобретательских задач，or “theory of the resolution of invention-related tasks”)in our discussions. It was a tool developed in the late 1940’s Soviet Union for problem-solving,analysis and forecasting,derived from the study of patterns of invention. It evolved into a set of organized answers to key questions allowing to break through apparently insolvable contradictions,thus innovating. See https://en. wikipedia. org/wiki/TRIZ and http://www. xtriz. com/(consulted 06/14/20).