Since the early 1990s, public sector organisations have been overwhelmed with what has come to be termed New Public Management (NPM) methods. NPM idealises performance, metrics, transparency and marketisation. This book explores some of the tensions which arise in institutions where NPM methods prevail, introduces different ways of thinking about the task of managing for public good and offers a radical challenge to the dominant assumptions regarding why and how professional communities of practice may (or may not) come to change their working practices.

In this third book in the Complexity and Management series, the expert authors bring together their experiences to provide vibrant accounts of how to manage in everyday public sector organisational situations using practical judgement. The book includes a brief introduction to complexity and public sector management, real-world narratives illustrating concrete dilemmas in the workplace and a concluding chapter that draws together the practical and theoretical implications of a complexity perspective.

With both theoretical grounding and practical insights from senior managers and consultants, the book provides an ideal resource for students on management or executive leadership programmes for the public sector, as well as managers in and consultants to the sector.

chapter 2|31 pages

Calls to Interprofessionalism and ‘Best’ Practice in Healthcare Distract Attention from Everyday Experience

Practical Implication for Leaders and Practice Consultants

chapter 3|22 pages

The Double Bind of Metrics

chapter 4|23 pages

Working with Difference

The Emergence of Prejudice When Integrating Care in the National Health Service (NHS)

chapter 6|26 pages

Corporate Social Responsibility (CSR) in the UK University

From Idealism to Pragmatism

chapter 9|10 pages

Complexity and the Public Sector

Key Themes