Complexity and management of improvement programmes

This contribution aims to understand how governance processes evolve and why the destination often deviates from initial expectations. In contrast to the common idea that deviations are caused by a lack of quality of the initial decisions we will argue that deviations are generated by the interactio...

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Bibliographic Details
Published in:Public management review 2008-01, Vol.10 (3), p.341-359
Main Author: Teisman, Geert
Format: Article
Language:English
Subjects:
Expectations
Governance
Implementation
Management
Management science
Policy implementation
Programme evaluation
Public management
Citations: Items that cite this one
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Summary:This contribution aims to understand how governance processes evolve and why the destination often deviates from initial expectations. In contrast to the common idea that deviations are caused by a lack of quality of the initial decisions we will argue that deviations are generated by the interaction in the throughput process between three loosely coupled action systems: (1) initiating system, (2) surrounding systems and (3) contexts or landscapes. All three develop ambitions and behaviours, which tend to interfere with each other. The case study provides evidence for the assumption that dramatic changes in context and initiating and surrounding systems happen. Processes evolve in a changing landscape. Implementation enrols as combinations of guidance by initial decisions and self-organizing action systems involved. Finally the proposition is made that processes benefits from management that combines the ability to adapt to change with the willingness to keep on course. Reprinted by permission of Routledge, Taylor and Francis Ltd.
ISSN:1471-9037
DOI:10.1080/14719030802002584