According to Gawthrop “One reason for confusion and delusion is that the engines of democracy and bureaucracy run on different tracks, leaving from different stations and heading for different destinations…When they do converge, the inevitable result is as Waldo politely suggest a dialectical “happening”, by which I assume he means a hell of a train wreck”(1997, p. 205), this is a wonderful analogy that to me speaks to the problem of combining the two systems while understanding their similarities. Stivers also speaks about the similarities and differences but with a more positive outlook, how a bureaucrat that learns some of the skill from elected officials who have developed interpersonal skills that help form relationships with citizens can help citizens that deal with bureaucrats feel like people rather than a case. This has to do with responsiveness of bureaucrats versus their responsibility to the public, “…most locate the primary roots of responsibility in the expertise and morality of the individual bureaucrat”(1994, p. 365). Knowing that most of the time those in public office must try and keep their personal morals out of their job it is hard for bureaucrats to walk that fine line without the guidance of democracy. One thing that Stivers touches on that none of the other authors did was how a public administrator in either system cannot just listen to the loud voices but to
According to Gawthrop “One reason for confusion and delusion is that the engines of democracy and bureaucracy run on different tracks, leaving from different stations and heading for different destinations…When they do converge, the inevitable result is as Waldo politely suggest a dialectical “happening”, by which I assume he means a hell of a train wreck”(1997, p. 205), this is a wonderful analogy that to me speaks to the problem of combining the two systems while understanding their similarities. Stivers also speaks about the similarities and differences but with a more positive outlook, how a bureaucrat that learns some of the skill from elected officials who have developed interpersonal skills that help form relationships with citizens can help citizens that deal with bureaucrats feel like people rather than a case. This has to do with responsiveness of bureaucrats versus their responsibility to the public, “…most locate the primary roots of responsibility in the expertise and morality of the individual bureaucrat”(1994, p. 365). Knowing that most of the time those in public office must try and keep their personal morals out of their job it is hard for bureaucrats to walk that fine line without the guidance of democracy. One thing that Stivers touches on that none of the other authors did was how a public administrator in either system cannot just listen to the loud voices but to