ABSTRACT
This conclusion presents some closing thoughts on the concepts discussed in the preceding chapters of this book. The book argues that professional and managerial conflicts and tensions are constantly being expressed and explored with attempts made to resolve them. Communication and interaction are vital in the modern public service. If the best practices and outcomes are to emerge in the process of self organization, good lines of communication and interaction are needed. Complexity theory demonstrates the indeterminate nature of societies, social organizations and relationships. The operating environment is notable for its multi-dimensional challenges, and the contradictions and tensions that result when trying to simplify management objectives and performance targets. The clear overlap between public service professionalism and managerial systems can be identified as a value based mind-set that is a willingness to embrace complexity, to attempt to deal with it because of serving the community and the public interest.
