ABSTRACT
This chapter provides a human-centred perspective on government reform and public service reform. It addresses reform as an epistemic work through which reformers frame the operational environment, identify actors, perceive identifications, and define norms and ideals. The chapter argues that due to the human element and uncertainty related to future, reforms are often susceptible to becoming ‘muddling through’ processes. While the manageability of reforms varies, it is assumed that all reforms face muddling through, which manifests itself in behaviour where the objectives are questioned, and the means criticised. Somewhat paradoxically, the chapter suggests that the cure can be found in the same source from which the problems arise. It is assumed that human-centredness can be supported in the form of sensemaking, embracing diversity and polyphony, and responsive interactions and dialogue. The chapter claims that these elements are enacted through practices of leadership and followership. Leadership is perceived as a relational phenomenon which aims to facilitate value co-creation.
