Managing human behaviour in the Federal Government: the promise of integrated product teams in managing major system acquisitions

Provides an example of a successful application of a private sector management theory to the Federal government, the use of what the Department of Defence calls integrated product teams. Considers the successful adoption in managing its acquisition of major weapons systems in relation to the Federal Aviation Authority’s difficulties in acquiring similar complex systems. Asserts that there are significant and often unrecognised limitations on the cross‐fertilization possible between managing human behaviour in business and government.