Abstract
Familial identity. The previously identified facets of systemic leadership are summarised, which could create the foundation for an expansive, adaptive approach. To do justice to human resource, an approach is needed which is creative and exploratory, not only mechanistic. This need not be invented, being synergistically drawn from past human endeavour which already recognises the limitations of more usual modes of thinking. A concluding discussion is based on phronesis and pragmatism as the leadership of inter-disciplinary social learning. Systems Science could ‘unlock doors’ to thinking differently, in which theory and practice are one dynamic strand. Developing a familial identity for a range of facilitative complexity, systems thinking and Operational Research approaches as systemic design for adaptive social learning may help to define a way of building the capacity to lead systemically in local governance, thus helping with the seismic shift from a service-led model of local government to a systemic-deliberative model of local governance, with the role of service design for the public good following on from that form of deliberation.
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Hobbs, C. (2019). Conclusion: Systemic Leadership as Design for Adaptive Social Learning. In: Systemic Leadership for Local Governance. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-08280-2_9
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