What are the Potentials and Realities for the Kind of Dialogue that Could Lead to More Citizen-Centric Services?    (15H)

Group Five Attendees    (16G)

Facilitator: Alex Members: Roz, Elizabeth,Karl,Bob,Steve,Linda    (16H)

Drawing    (1BB)

Potentials    (16I)

Health care: dialogue between who decides, who controls the process and the community; how do we share knowledge about best (effective) practices? How could these workshops be extended beyond the Beltway?    (16T)

Less Bureaucracy -- of the people, by the people; gaining feeling that it's our government    (16U)

Transparency = knowledge disclosures that can be unified, accessible to all sides    (16V)

Creating a GOV_CommunitiesNetwork that brings people together across organizational boundaries. Can this network, or tiers of networks, provide a space for dialogue, conversations?    (16W)

Sharing Knowledge = disclosing the underlying heuristics (could be embarrassed if they were revealed)    (16X)

How small groups can work more effectively; team collaboration to transcend the immature rugged individualism    (16Y)

Once you've defined 'the problem', what do you do next? Vision for creating a dialogue among stakeholders    (16J)

What does the change need to be? More discussion about paradigm shifts (revolutions?).    (16Z)

Imbalance of power among people (citizens), government, and corporations (what about non-profits / non-governmental organizations)? Issues around equality, or equal access to resources?    (174)

Metaphors: government organizations as machines. What about agencies as organisms (other metaphors)    (175)

Distinguishing between 'right' and 'entitlement'    (17B)

Access    (177)

Voice    (178)

Images: how can we organize/filter information. the role of the 'fifth estate' (media). Leery about technically-imposed solutions (agents). Issues about fragmentation (what Howard Rheingold refers to as 'hypersegmentation')    (176)

Transparency    (179)

Tools    (17A)

Realities    (16K)

How do we deal with bureaucracies -- move beyond the status quo? Bureaucracies are stable organizations 'optimized' to be resistant to change    (170)