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Public Managers as Champions and Innovators (Why transformation efforts…
Public Managers as Champions and Innovators
Why transformation efforts fail
Not establishing a sense of urgency
50% of companies fail first step
under-estimation of change
overestimate how successful they are
lack of patience
Not creating a string guiding coalition
titles, information, expertise, reputation, relationships
major change does not just need one person
Lacking vision
vision needs to be relative to the customers, shareholders, and employees
without a clear vision projects and goals become confusing
Under-communicating the vision by a factor of 10
a vision is created but vague information no one understands the new approach
management makes speeches about the approach but still no clear understanding
new letters and speech doesn't follow up with what has been presented
Not removing obstacles for the new vision
narrow job categories
demanding change but refuses to change position
employees can feel betrayed, cynicism grows, change collapses
Not systematically planning, creating for short-term wins
creating short-term goals but not passively believing in them
without short-term goals employees may give up
change is slow so a need for short-term goals are needed
Declaring victory too soon
one win = multiple wins is problematic
Not anchoring changes in the corporation's culture
conscious attempt to show new approaches, behaviors, and attitudes can imprive performance
taking sufficient time to make sure that the next wave personify new approach
Enhancing collaborative innovation in the Public Sector
Innovation in the Public Sector
driven by accidental events that do not help in the long run to innovate
public innovation is often a response to a new legislation passed by national governments
Public innovation through collaboration
taking ideas into action and implementation
what ideas are worth pushing
spreading innovation through the organization
development, presentation, goals and values, collaboration of ideas
Theories of collaborative innovation
Economic innovation theory
collective entrepreneurs
inter-organizational collaboration
growing interests in collaboration between private firms
Sociological planning theory
traditional planning
possibility to create growth and develop in urban and rural areas with long-term plans
recent planning
aimed at programming future developments replacing it with more realistic articulation emerging development process
public administration theory: aims to understand the changing conditions for public governance
Traditional public administration theory
identifying modes of governance to create stability
New public managment
increase the use of market-driven governance mechanisms based on competition and consumer choice for dynamic
Analyzing collaborative innovation
guides future studies of collaborative innovation in the public sector
building a framework
provide simple analytical model
innovation outputs: product and service innovation processes (i.e. organizational, policy, symbolic/rhetorical
analyzing the conditions and impact
evaluation: best practice, next practice in terms of creative development
Four Phases of Innovation
Generation of ideas
encouraged when different experiences and ideas are circulated, challenged, transformed, and expanded through multi-actor collaboration
Selection of ideas
improved when actors with different perspectives and forms of knowledge participate in a joint assessment of potential gains and risks of competing ideas
Implementation of new ideas
changing existing patterns of behavior is a difficult task that requires the exercise of leadership, the construction of
ownership, and the creation of positive incentives
Dissemination of new practices
involves the spread of innovation throughout an organization or from one organization to another
Strategies for collaboration
Cultivation strategy
aims to facilitate collaboration between different kinds of public employees in order to exchange and develop new ideas
Replication strategy
aims to foster collaborative relationships with other public agencies to identify, translate, adapt, and implement innovations
Partnership strategy
aims to develop and test new and creative ideas through collaboration between public and private partners
Network strategy
aims to facilitate the exchange of ideas, mutual learning, and joint action through horizontal interaction between relevant and affected actors
Open-source strategy
aims to produce innovation by using the internet to invite people around the world to help solve problems
Drivers and barriers
Barriers: lack of competition, public service is complex, performance indicators tend to stunt the growth of innovation
Drivers: the size of the organization absorb finances may help reduce aversive behavior, strategic management, the actors involved in public governance and service production
Driver examples: presence of interdependency between empowered and committed actors, agreement on the overall mission and mutual trust, likelihood of significant gains from public innovation
Barrier examples: cultural, institutional, inter-organizational, organizational, identity-related barriers