Strategy and strategists in UK local government

Abstract

Top‐down or outside‐in change methodologies are increasingly seen to be ineffective. Systems thinking suggests that change in organizations is a much less straightforward and more subtle phenomenon than previous models allow. Since the late 1970s and as organic metaphors have become used more, the concept of organizational learning has emerged as central to the issue. However, an understanding of how this may take place is still undeveloped. Recently technologies for whole systems development have emerged based on Weisbord′s dictum that for change or learning to occur we need to “get everybody into improving the whole”. Whole systems development can offer a way to realizing the learning organization. Provides a case study of whole systems development in action within Walsall Metropolitan Borough Council in the UK. Begins with a brief account of the ideas on which whole systems development is based and concludes with a commentary on the case study.

Publicness and strategic planning of public institutions: Evidence from Indonesia

“…Researchers have found that public organizations have higher degree of formalization in their planning process than their private counterparts (Flynn and Talbot 1996). This is consistent with the complex environment facing the public organizations.…”

O Planejamento Estratégico como condicionante da Elaboração Orçamentária

“…Para muitas organizações públicas a formulação deste planejamento ocorre de maneira imposta, não sendo uma escolha da organização (FLYNN; TALBOT, 1996;LLEWELLYN;TAPPIN, 2003). Porém, tal medida pode levar a criação de muitos planos estratégicos formalmente escritos, sem a garantia de que expressarão algum pensamento estraté-gico.…”

“…Esse caso é notório no setor público, onde as organizações frequentemente realizam sua formulação por exigências estatutárias, ou seja, o que leva à sua criação não são as escolhas estratégicas (FLYNN; TALBOT, 1996;LLEWELLYN;TAPPIN, 2003).…”

“…Para Eadie (1983) a experiência indica que o sucesso na adoção do planejamento estratégico depende de se dar mais atenção à implementação das estratégias do que às abordagens analíticas de formulação de estratégias. Tem sido cada vez mais reconhecido que essa etapa é um grande desafio para líderes estratégicos e gestores de serviços públicos (FLYNN; TALBOT, 1996;JOYCE, 1999).…”

Towards an ethical interaction design

“…Lager, 1994). As the business academy began to merge with the interests of political science, under the descriptor of either Governance or New Public Management, the techniques of the board room filtered into the realm of public policy management (see Behn, 2003;Dunleavy and Hood, 1994;Gilliatt, Fenwick and Alford, 2000;Flynn and Talbot, 1996;etc.). The central theme of the movement was "what"s good for business is good for government".…”