ABSTRACT
Starting from the gaps in the literature analyzed in the previous chapter, this chapter emphasizes the importance of individual behaviors in the public service environment as such behaviors shape, and are shaped by, personal qualities, interpersonal relationships, and context-related variables. The effects on dimensions such as leadership, human resource management, and interactions are also examined, relating these dimensions to both operational management and change management. If managers are willing to make good decisions and motivate their workforce, they need informed insight into the workings of their own minds and cognitions, in addition to a sense of humility about the degree of the complexity of their working environment.
