1. Results Based Budgeting (performance budgeting) is being used more in government settings these days, but as a concept it has struggled to reach general acceptance and application over time. What is this topic all about? And why do you think the public sector was slow to adopt it as a regular practice?

2. Can you think of examples from your own experience where you have seen fear and resistance of this nature in action? Do fear and resistance also extend to the line workers?

3. How can performance measurement systems add to quality control in an organization or program?

What can be done to prevent fear and resistance from negatively impacting on this process?