ABSTRACT
Strategizing for increased coproduction should begin with public managers revisiting their outlook on their role and the public's role in public services. Substantial evidence suggests that many public managers still view themselves as experts and do not see members of the public as potential partners in producing public services and public value. The means for simplifying tasks are many, depending on the specific policy and program. In the Australian postal codes case profiled earlier, the government prevailed on envelope manufacturers to add blank boxes to all envelopes to serve as visible reminders for members of the public to enter postal codes on outgoing mail. Trying to improve the abilities of members of the public can prove challenging, as public information campaigns illustrate. The possibility of appealing to people's normative values constitutes obvious advantage government enjoys over private sector. Personal self-interest and social norms combined to persuade people to join in the community environmental policing.
