Navigating complexity: The future of public service

Toby Lowe; Max French; Melissa Hawkins

doi:10.1007/978-3-030-29980-4_16

Navigating complexity: The future of public service

Toby Lowe^*, Max French, Melissa Hawkins

^*Corresponding author for this work

Leadership and Human Resource Management Department

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

26 Downloads (Pure)

Abstract

It is now widely accepted that the complex nature of public service has a number of profound consequences which public servants must address (Haynes 2003, Bovaird 2008, Rhodes 2008; Lowe and Wilson 2017). This chapter explores what is required of public servants in order to achieve their task of creating opportunities for positive social outcomes to emerge (such as improved wellbeing, increased employment or reduced crime) in complex environments. A new conceptual framing for organisations which deal with complex problems is introduced - the “Human Learning Systems approach” - which explores the principles, cultures and processes required to create a complexity-engaged organizational design for public service organisations.

Original language	English
Title of host publication	The Palgrave Handbook of the Public Servant
Editors	Helen Sullivan, Helen Dickinson, Hayley Henderson
Place of Publication	Cham, Switzerland
Publisher	Palgrave Macmillan
Pages	901-919
Number of pages	19
ISBN (Electronic)	9783030299804
ISBN (Print)	9783030299798
DOIs	https://doi.org/10.1007/978-3-030-29980-4_16
Publication status	Published - 1 Jun 2021

Keywords

Complexity
performance management
outcomes-based commissioning
pay for performance
public management

Access to Document

10.1007/978-3-030-29980-4_16

Handbook of public servant - Navigating complexity - Edited proof copy (002)Accepted author manuscript, 1.48 MB

https://www.palgrave.com/gp/book/9783030299798

Cite this

@inbook{17998daab0064187bc8a5ecf8558d749,

title = "Navigating complexity: The future of public service",

abstract = "It is now widely accepted that the complex nature of public service has a number of profound consequences which public servants must address (Haynes 2003, Bovaird 2008, Rhodes 2008; Lowe and Wilson 2017). This chapter explores what is required of public servants in order to achieve their task of creating opportunities for positive social outcomes to emerge (such as improved wellbeing, increased employment or reduced crime) in complex environments. A new conceptual framing for organisations which deal with complex problems is introduced - the “Human Learning Systems approach” - which explores the principles, cultures and processes required to create a complexity-engaged organizational design for public service organisations.",

keywords = "Complexity, performance management, outcomes-based commissioning, pay for performance, public management",

author = "Toby Lowe and Max French and Melissa Hawkins",

year = "2021",

month = jun,

day = "1",

doi = "10.1007/978-3-030-29980-4_16",

language = "English",

isbn = "9783030299798",

pages = "901--919",

editor = "Helen Sullivan and Helen Dickinson and Hayley Henderson",

booktitle = "The Palgrave Handbook of the Public Servant",

publisher = "Palgrave Macmillan",

address = "United Kingdom",

}

TY - CHAP

T1 - Navigating complexity

T2 - The future of public service

AU - Lowe, Toby

AU - French, Max

AU - Hawkins, Melissa

PY - 2021/6/1

Y1 - 2021/6/1

N2 - It is now widely accepted that the complex nature of public service has a number of profound consequences which public servants must address (Haynes 2003, Bovaird 2008, Rhodes 2008; Lowe and Wilson 2017). This chapter explores what is required of public servants in order to achieve their task of creating opportunities for positive social outcomes to emerge (such as improved wellbeing, increased employment or reduced crime) in complex environments. A new conceptual framing for organisations which deal with complex problems is introduced - the “Human Learning Systems approach” - which explores the principles, cultures and processes required to create a complexity-engaged organizational design for public service organisations.

AB - It is now widely accepted that the complex nature of public service has a number of profound consequences which public servants must address (Haynes 2003, Bovaird 2008, Rhodes 2008; Lowe and Wilson 2017). This chapter explores what is required of public servants in order to achieve their task of creating opportunities for positive social outcomes to emerge (such as improved wellbeing, increased employment or reduced crime) in complex environments. A new conceptual framing for organisations which deal with complex problems is introduced - the “Human Learning Systems approach” - which explores the principles, cultures and processes required to create a complexity-engaged organizational design for public service organisations.

KW - Complexity

KW - performance management

KW - outcomes-based commissioning

KW - pay for performance

KW - public management

UR - http://www.scopus.com/inward/record.url?scp=85150091711&partnerID=8YFLogxK

U2 - 10.1007/978-3-030-29980-4_16

DO - 10.1007/978-3-030-29980-4_16

M3 - Chapter

AN - SCOPUS:85150091711

SN - 9783030299798

SP - 901

EP - 919

BT - The Palgrave Handbook of the Public Servant

A2 - Sullivan, Helen

A2 - Dickinson, Helen

A2 - Henderson, Hayley

PB - Palgrave Macmillan

CY - Cham, Switzerland

ER -

Navigating complexity: The future of public service

Abstract

Keywords

Access to Document

Other files and links

Fingerprint

Cite this