rules are effective to the extent that they accomplish what public organizations intend

the individual and behavioral perspectives of the framework suggest that people are not passive recipients of organization structure; rather, they are active participants in creating the realities around it

Organizational purposes must be front and center in conceptualizing effective organizational rules.

voluntary cooperation of those expected to follow, enforce, and explain organizational rules

Rules are points of interaction between employees and organizations that can affect organizational effectiveness, but these effects traverse far beyond the narrow confines of the rule.

Problems alone are not enough to prompt this manager to write a rule

The notion that certain problems—those that are recurrent, consequential, or salient—are well-suited for rule-writing can be used as a practical guide for avoiding writing rules in response to extreme events, to a handful of people, or even to a particular employee.