Description
Book Synopsis* Provides a synthesis of state-of-the-art thinking on managing change to improve the effectiveness of public service provision. * Includes contributions from leading international researchers who offer an overview of the increasingly complex nature of contemporary public service change in different national contexts.
Table of ContentsList of Contributors.
Introduction: Managing Public Service Change or Coping with its Complexity?: Mike Wallace (University of Bath), Michael Fertig (University of Bath) and Eugene Schneller (Arizona State University).
Part I: Exploring the Complexity of the Change Process.
1. Coping with Complex and Programmatic Public Service Change: Mike Wallace (University of Bath).
2. Applying Complexity Theory to Public Service Change: Creating Chaos out of Order? Mike Wallace and Michael Fertig (University of Bath).
3. The Emergence of New Organizational Forms: Networks of Integrated Services in Health care: Lise Lamothe and Jean-Louis Denis (Université de Montréal).
4. An Ironic Perspective on Public Service Change: Mike Wallace (University of Bath) and Eric Hoyle (University of Bristol).
Part II: Exploring the Complexity of Policy-Making for Public Service Reform:.
5. Managing Complex Change: Bringing Meso-Politics Back in: Karen Seashore Louis (University of Minnesota).
6. The Challenges of Governance, Leadership and Accountability in the Public Services: Paul Thomas (University of Manitoba).
7. Inevitable Tensions in Managing Large-Scale Public Service Reform: Ben Levin (Ontario Ministry of Education).
Part III: Exploring the Complexity of Facilitating Public Service Improvement:.
8. Unsystematic Responses to a Chaotic Service Environment: Shaping the Division of Labour in Patient Care: Eugene Schneller (Arizona State University) and Mike Wallace (University of Bath).
9. How is Knowledge Transferred between Organizations Involved in Change? Jean Hartley (University of Warwick) and Lyndsay Rashman (University of Warwick).
10. Learning to Navigate the Noise of Change: Lessons from Complex Health System Contexts: Ann Casebeer (University of Calgary).
11. Orchestration, Coherence, and the Problem of Conflicting Accountabilities: William Firestone (Rutgers University) and Dorothy Shipps (Columbia University).
12. Prospects for Understanding and Improving Complex Public Service Change: Mike Wallace (University of Bath).
Index
