New development: Learning communities—an approach to dismantling barriers to collective improvement

Louise Wilson*, Melissa Hawkins, Max French, Toby Lowe, Hannah Hesselgreaves

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

3 Citations (Scopus)
43 Downloads (Pure)

Abstract

Public services operate in conditions of complexity. Practitioners and service users can never be certain of the impact or outcome of a course of action and, consequently, responsible failure must be supported. A new methodology for enabling public service professionals to navigate the complexity of their practice is introduced in this article: ‘learning communities’ (LCs). Drawing from developmental applications of this methodology, the authors describe how LCs provide environments for talking authentically about uncertainties and mistakes with the purpose of collective improvement, and draw parallels with similar methods of community co-creation. The way that LCs tackle two key elements of the public sector’s learning capacity noted in the literature—structure and culture—is explained.
Original languageEnglish
Pages (from-to)374-377
Number of pages4
JournalPublic Money and Management
Volume43
Issue number4
Early online date20 Jan 2023
DOIs
Publication statusPublished - 19 May 2023

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