ABSTRACT
This chapter examines collaborative design approaches and explores the significance of user involvement, ideation, prototyping and experimentation for public managers. It investigates the extent to which public managers can be viewed as designers and reflects on the implications of a ‘design attitude’ for public sector innovation. More specifically, it aims to uncover whether public managers are displaying aspects of a ‘design attitude’ in their quest to drive innovation, and if they do, how does this design attitude then manifest itself?
