21 research outputs found

    Exploring collective leadership and coproduction: An empirical study

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    Replaced version without front matter with version with front matter 2021-02-08.This chapter explores coproduction through a collective leadership lens. It draws from the public administration and leadership fields and a 2019 empirical study of public service collaboration in Scotland, UK. It is suggested that tensions generated by working within a New Public Management model combined with frustrations felt from current collaborative practice have motivated an exploration into alternative conceptions of leadership and different ways of working when collaborating. The findings reveal that collaboration can be strengthened through the application of four key processual and attitudinal modifications. This approach is described as working in an emergent and relational way while applying a systems and inquiry mind-set. It is the effect of the sum of these parts that boosts the intensity of collaborative work, offering a number of benefits, including an enriched and dynamic coproduction process embedded within its practice.https://doi.org/10.4018/978-1-7998-4975-9pubpu

    A Critical Systems Metamethodology for Problem Situation Structuring

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    The increasing complexity and diversity of management problem situations in organizations, as well as the increasing variety of theories, methodologies, methods, techniques, and models that can be employed in problem situation structuring and solving, must be considered as relevant aspects of management process in contemporary circumstances. Creative holism in management problem situations in organizations is enabled by means of Critical Systems Thinking (CST) as well as Critical Systems Practice (CSP), as the resulting metamethodology. In other words, through CST and CSP, it can be significantly contributed to the management of the increasing diversity and variety of methodologies, methods, techniques, and models, with the aim of improving the management of problem situations in organizations. Copyright © 2012, IGI Global
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