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Public Managers as Champions and Innovators (Collaborative Innovation…
Public Managers as Champions and Innovators
Change
Leaders have to understand resistance
emotion
reason
force field analysis
laws of physics
change that makes us alter our normal state is seen as a problem where as change seen as helping is embraced
solution to a problem
change needs to be planned then implemented
specific course of action
individual items
force
approaches
human relations/collaboration
open system/create
rational goal/compete
internal process/control
strategies
telling
forcing
participating
Transforming
social-emotional process
Managerial communication
7 C's
this doesn't communicate in different ways
only allows for one goal
competing values
relational messages build trust
informational messages provide facts
transformation messages stimulate change
promotional message direct action
Evaluating Communication
SSSAP Approach
set
climate
credibility
content
support
anticipate objections/counterarguments
3
Sequence
spill the beans
decide either- chronological; physical; problem solution; issue action ; case study; argument/fallacy; features/benefits
Access
lively/vivid visually and psychologically
clear headlines
digestible bites
reduce visual load
visual with words
remove anything not supporting main idea
Polish
practice
power
3 levels
macro/organization
influence available energy and resource
group/team
influence peers through expertise
individual/personal
5 sources
position
formal roles and authority
opportunity
right place, right time
wealth
expertise
expertise/knowledge in certain field
relationship
personal characteristics or social network
networking
effective resource
other focused
helping others
generous
purpose centered
internally directed
externally open
influence strategies and tactics
legit authority
upward appeal
co-optation
bargaining/exchange
pressure/coercion
in spirational appeal
integration
rational persuasion
coalition formation
don't manipulate and be aware of this as a supervisor
help peers reach goals
direct reports
Collaborative Innovation
generations of governance networks
better coordination
responsive
conflict resolution
networks take in information better and disseminate it better
seldom a result of single actor
need the right conditions in order to succeed
innovation in public sector has called for deregulation, privatization, contracting out
driven by accidental events and are incidental
demand
society makes itsself harder to govern due to complexity
numerous barriers to innovation in public sector
rules
statutory rights
elected politicians
drivers of innovation
absorb cost
the number of people
new public management
actors involved
cycle
generation of ideas
selection
implementation
dissemination
collaboration not awlays a part of innovation
theories
economic innovation
three phases
sociological planning
strategic planning
traditional planning
recent planning
public admin theory
governance networks
regulations, self regulation
drivers and barriers
intentional and proactive process
generation and acceptance/practice of new ideas
qualitative change
good and bad
intentional actions
proactive
strategies for collaboration
cultivation
partnership
replication
network
opensource
needs to establish urgency
new head of agency
create powerful guiding coalition
needs a vision
communication vision
factor of 10
remove obstacle for new vision
create short term wins
systematically
don't declare victory too soon or too often
anchor change in culture