Making crisis a momentum for change within public services Online publication date: Wed, 30-May-2007
by Claude Rochet
International Journal of Public Sector Performance Management (IJPSPM), Vol. 1, No. 1, 2007
Abstract: The public sector is traditionally presented as reluctant to change. Using an adaptive systems framework and following a grounded theorising approach, I analyse four cases of successful organisational transformation through the management of crises as a momentum for change. Crises help only if they are managed as such a momentum. My conclusion is that appropriate crisis management may lead to a performing organisation. I stress the key success factors for a successful management of crisis as a momentum for change: learning is the key point and public managers appear to have a fair ability to learn.
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