Leading Public Design by Bason, Christian -- Read -- Imperial Library of Trantor

Index

Cover Title Page Copyright Dedication Contents List of figures and tables

Figures Tables

Foreword ONE: Introduction: design as a vehicle for exploration

Design: an approach to innovation in government Advancing public sector innovation practice: the next agenda Design-led innovation in government: three building blocks

Design practice Leadership engagement Public governance

Research foundation and audience Content and structure of the book

Part One: Complexity, design and governance Part Two: Leading design for public innovation Part Three: Towards human-centred governance

PART ONE: COMPLEXITY, DESIGN AND GOVERNANCE

TWO: The public sector and its problems

The inability of government to address ‘the public’s problems’ Wicked problems and complexity Dealing with double-sided complexity Characterising ‘wicked’ The problems with wicked problems

From applying best practice to probing for next practice From reacting to problems to enacting new futures

How to do it: embracing complexity Notes

THREE: The changing nature of design

The splintering of design Design as plan: towards the social Design as practice: more ‘co’ Design as a way of reasoning: design thinking and beyond From design management to managing as designing In search of design attitude Design defined How to do it: raising the organisation’s design awareness Notes

FOUR: In search of the next governance model

The quest for a new paradigm The next governance model: searching for a new balance Traditional public administration: the Weberian legacy The new public management: a call for reinvention Rediscovering the state Needed: a governance road map The convergence of design and public management? How to do it: exploring the next public governance

PART TWO: LEADING DESIGN FOR PUBLIC INNOVATION

FIVE: Design practice in government

Case overview: management narratives on design Commissioning design

Rationales for bringing design in play

Creating change: a personal ambition? Towards a typology of design: three design dimensions

Exploring the problem space Generating alternative scenarios Enacting new practices

Six management engagements with design How to do it: getting started with design approaches Note

SIX: Exploring the problem space

Methods: design research as enquiry

Exploratory enquiry Field research Visualisation of the current situation

Engagement #1: questioning assumptions

A priori questioning: managers’ propensity to challenge their own assumptions The eye-opener: design as catalyst of challenging assumptions

Engagement #2: leveraging empathy

Citizen-first perspective Strategically leveraging empathy for staff engagement

Reflection: exploring new avenues for change How to do it: leveraging insight and empathy

SEVEN: Generating alternative scenarios

Methods: design as facilitator of divergence

Ideation Concept development

Engagement #3: stewarding divergence Engagement #4: navigating the unknown

Helping staff to navigate discomfort Managers handling their own discomfort and uncertainty

Reflection: managing divergence under complexity

Design vs creativity? Dealing with complexity and ambiguity in the neutral zone

How to do it: enabling the creative process Note

EIGHT: Enacting new practices

Methods: tools for creating tangible futures

Prototyping Prototypes versus pilots User testing Realisation, business cases, evaluation and assessments of public value

Engagement #5: making the future concrete

Designing prototypes to facilitate the creation of new futures Managers using design to catalyse change

Engagement #6: insisting on public value Reflection: making, enacting, creating, bringing to life How to do it: using design to try out new futures Note

NINE: Design for public value

Design dimensions: drivers of change Design outputs: from prototypes to implementation Signs of public value

Signs of better service experience Signs of increase in productivity Signs of better outcomes Signs of increased democratic engagement

How to do it: capturing the value of design

PART THREE: DISCOVERING HUMAN-CENTRED GOVERNANCE

TEN: Catalysing change in governance by design

A pathway to human-centred governance Relational: reframing purpose around people

Research findings Discussion: on reframing and co-production

Networked: shift to activating wider resources

Findings from the case studies On thrownness and networks in governance

Interactive: shaping processes and behaviours

Findings from the case studies Interactions, mediation and the journey to outcomes

Reflective: different ways of ‘knowing’ and learning

Findings from the case studies Reflection through an epistemological shift

How to do it: making human-centred governance real Notes

ELEVEN: Towards human-centred governance

Re-humanising public organisations On the charm of skeletons Institutional shift: overlay or disruption? On the performance of a human-centred paradigm A positive cycle of designing, managing and governing with people How to do it: governing with people

TWELVE: Take the curvy path: leading change by design engagement

Design as engagement Building design confidence Flipped management: the public manager as future maker Leading from the future: managing for human-centred governance How to do it: leading by future making Note

Glossary References

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