ABSTRACT
Public managers involve the public more extensively in the work of public management today than at any time in history. What began with the 1960s hyperbole of "maximum feasible participation" grew across subsequent decades into an expectation that citizens who could be affected by governmental programs should be able to contribute ideas to shape those programs before they became reality. Experience with actual public involvement soon sparked a debate over its merits, with experts on both sides drawing from that experience to argue strong cases both for and against more involvement of the public in managerial decision making. The case for more public involvement begins with the benefits it promises for citizens and citizens' groups, but government and public administration also stand to benefit. When these other benefits materialize, public trust in government seems likely to increase.
