| description abstract | Japanese public‐works systems feature advanced technology, high rates of investment and a cooperative management culture. Public‐works policy is guided by political consensus, a social contract to provide welfare infrastructure, and production infrastructure for economic goals. The Japanese have longer‐range plans, more cooperation in research and development and regulatory policy, and more private‐sector involvement than the United States. Coordination problems are mitigated by centralization, focus on group work, and personal relationships. Our individualism, adversarial public‐private arrangements, and federal system discourage these approaches. The Japanese invest in infrastructure to stimulate the economy and to subsidize maintenance. Regionalization, land‐use planning, and small‐systems problems seem less daunting in Japan than in the United States. The Japanese have superb public‐information material, indicating a commitment to gain consensus from each citizen. They are sensitive to environmental issues, and see them as a business opportunity. Women have fewer opportunities in Japanese agencies than in the United States. Lessons for the United States: invest in infrastructure in spite of economic problems; integrate decision making; improve coordination and cooperation; encourage public‐private cooperation; cut regulatory red tape; be efficient and democratic in decision making; and learn from Japanese public‐works management systems. | |
