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How can public services and social interventions create and sustain good outcomes for the populations they serve?
Building on research in public health, social epidemiology and the social determinants of health, this book presents complexity theory as an alternative basis for an outcome-oriented public management praxis. It takes a critical approach towards New Public Management and provides new conceptual inroads for reappraising public management in theory and practice. It advances two practical approaches: Human Learning Systems (a model for public service reform) and Learning Partnerships (a model for research and academic engagement in complex settings).
With up-to-date and extensive discussions on public service reform, this book provides practical and action-oriented guidance for a radical change of course in management and governance.
Contents
1. Introduction
2. Rationalism: A Failed Logic for Public Service Reform?
3. The Complexity Theory of Outcome Creation
4. Complexity as a Service Reform Trajectory: Dynamic Capabilities for Better Public Service Outcomes
5. Human Learning Systems: A New Trajectory in Public Service Reform?
6. Learning Partnerships: Relevant Research for a Complex World
7. Harnessing Complexity for Better Social Outcomes: A Reform and Research Agenda
