Chapter 11 – From the chapter, we learned that the pattern of behavior arises from fundamental psychology and in particular, the following: a) our capacity for habitual behavior, b) the difference between intelligence as the manifestation of the coping mode of cognition and understanding as the manifestation of the pervasive optimization mode, and c) the phenomenon of authoritarianism as the need for external authority through a lack of understanding of one’s living environment.  Andringa (2015), stated that the combination of these phenomena leads to a formal definition – the Bureaucratic Dynamic – this is where the prevalence of coercive formalization scales with what the author refers to as “institutional ignorance” – a measure of how well workers understand the consequences of their own actions both within the organization as well as the wider society… Q1 : The author argue that most people may agree with the notion that “All human activities benefit from some form of formalization, and that formalization allows automating routine tasks, to agree on how to collaborate, determine when and how tasks should be executed, and when they are finished.” The author offers key reason(s) why procedures should not be changed too often. what are those reasons? Provide a brief narrative "why procedures should not be changed too often"  Q2: Moore (2000) identifies that Public Value Management as an emerging new management paradigm that is not so much a response to an existing paradigm but a formulation of the role of nonprofits in modern society (Stoker 2006).  In view of both the authors, Moore (2000) and Stoker (2006), public value management is a succinctly formulated public value scorecard in which an organization should target to balance three components:  What are these components?  identify and name those three components? .

1. Chapter 11
– From the chapter, we learned that the pattern of behavior
arises from fundamental psychology and in particular, the
following: a) our capacity for habitual behavior, b) the
difference between intelligence as the manifestation of the
coping mode of cognition and understanding as the
manifestation of the pervasive optimization mode, and c) the
phenomenon of authoritarianism as the need for external
authority through a lack of understanding of one’s living
environment. Andringa (2015), stated that the combination of
these phenomena leads to a formal definition – the Bureaucratic
Dynamic – this is where the prevalence of coercive
formalization scales with what the author refers to as
“institutional ignorance” – a measure of how well workers
understand the consequences of their own actions both within
the organization as well as the wider society…
Q1
: The author argue that most people may agree with the notion
that “All human activities benefit from some form of
formalization, and that formalization allows automating routine
tasks, to agree on how to collaborate, determine when and how
tasks should be executed, and when they are finished.” The
author offers key reason(s) why procedures should not be
changed too often.
what are those reasons? Provide a brief narrative "why
procedures should not be changed too often"
Q2:
Moore (2000) identifies that Public Value Management as an
emerging new management paradigm that is not so much a
response to an existing paradigm but a formulation of the role

2. of nonprofits in modern society (Stoker 2006). In view of both
the authors, Moore (2000) and Stoker (2006), public value
management is a succinctly formulated public value scorecard
in which an organization should target to balance three
components: What are these components?
identify and name those
three
components?