By Wallace M., Fertig M., Schneller E.
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Extra info for Managing Change in the Public Services
Could applying complexity theory to the public services be a promising way forward for understanding and improving the management of public service change? Many academics and consultants think so. Whether taken as literal truth, convenient analogy or metaphor, complexity theory is increasingly being applied to public service change as part of a wider movement to improve organizational effectiveness. g. Mitleton-Kelly 2003). Some claim that we are witnessing nothing less than a paradigm shift across the natural and social sciences.
London: RoutledgeFalmer. Wallace, M. and Wray, A. (2006) Critical Reading and Writing for Postgraduates. London: Sage. Weick, K. and Quinn, R. (1999) Organizational change and development. Annual Review of Psychology, 50, 361– 86. Weick, K. M. (2003) Hospitals as cultures of entrapment: a re-analysis of the Bristol Royal Infirmary. California Management Review, 45(2), 73–84. qxd 22/09/2006 18:42 Page 36 CHAPTER 2 APPLYING COMPLEXITY THEORY TO PUBLIC SERVICE CHANGE: CREATING CHAOS OUT OF ORDER? Mike Wallace and Michael Fertig Weight is added in this chapter to the case for social science-informed approaches to understanding the complexity of public service change and informing practice to cope with it.
But service leaders retain some capacity to choose a direction. Those who instigate change depend on the compliance and support of implementers. Visionary leadership is more a possibility for policy-makers, or for service leaders with enough leeway to instigate emergent change within their jurisdiction which expresses their personal service values. Private sector involvement in public service provision allows entrepreneurs to choose whether to offer services within regulations governing the parameters for provision.
Managing Change in the Public Services by Wallace M., Fertig M., Schneller E.