Advertisement

New Rationale to Understand Public Organising

  • Petri Virtanen
  • Marika TammeaidEmail author
Chapter
  • 15 Downloads

Abstract

This chapter discusses how public sector managers and leaders think about their work and their organisations and with what kind of mindset reformulation should be developed to adjust to the demands of a changing society. The ability to perceive our organisations will also define how we observe and develop them. These skills can be developed, but the process requires an ‘open-minded’ attitude, a realistic understanding of one’s personal strengths and weaknesses and the ability to see future possibilities from a new perspective. Broadening one’s mind-related diversity is essential for top-level public sector executives; how to do it, relates to leaders’ personal habits, preferences, and competencies. The contents of work, human resource management and competence building have changed markedly in recent decades. This relates to all types of organisations from business to public administration and further to the non-governmental sector. In the context of this chapter, cognitive ergonomics refers to the reorganisation of one’s mind and to putting aside current ways of learning and ways of looking to the future, embracing the diversities of future life by accepting the complexities of society as the cornerstone of our wellbeing and everyday life. This chapter addresses the questions which deal with the perceptual distortions leaders may experience in leading their organisations. Cognitive ergonomics is also a lens through which to understand how public sector leaders’ identity traits evolve. As a result, collective self-steering increases at all levels and sectors in public organisations.

References

  1. Abrams D, Hogg MA (eds) (1990) Social identity theory: constructive and critical advances. Springer, New YorkGoogle Scholar
  2. Allan JA (2017) An analysis of Daniel Kahneman’s thinking fast and slow. Routledge, LondonGoogle Scholar
  3. Alvord SH, Brown LD, Letts CW (2004) Social entrepreneurship and social transformation: an exploratory study. J Appl Behav Sci 4(40):260–282CrossRefGoogle Scholar
  4. Antonovsky A (1987) Unraveling the mystery of health: how people manage stress and stay well. Jossey-Bass, San Francisco, CAGoogle Scholar
  5. Argyris C (1976) Single-loop and double-loop models in research on decision making. Adm Sci Q 21(3):363–375CrossRefGoogle Scholar
  6. Argyris C (1990a) Integrating the individual and the organization. Routledge, New YorkGoogle Scholar
  7. Argyris C (1990b) Overcoming organizational defences: facilitating organizational learning. Pearson, New YorkGoogle Scholar
  8. Ashforth BE, Mael F (1989) Social identity theory and the organization. Acad Manag Rev 14(1), published on-line on 1 Jan 1989 at  https://doi.org/10.5465/amr.1989.4278999. Accessed on 19 Oct 2018CrossRefGoogle Scholar
  9. Bason C (2017) Leading public design. Discovering human-centred governance. Policy Press, BristolCrossRefGoogle Scholar
  10. Bourgon J (2017) The new synthesis of public administration. Fieldbook. Dansk Psykologisk Forlag A/S, CopenhagenGoogle Scholar
  11. Bushe GR (2011) Appreciative inquiry: theory and critique. In: Boje D et al (eds) The Routledge companion to organizational change. Routledge, Oxford, pp 87–103Google Scholar
  12. Chin R, Benne K (1969) General strategies for effecting changes in human systems. Human relations center. Boston University, BostonGoogle Scholar
  13. Christensen CM, Allworth J, Dillon K (2012) How will you measure your life?. Harper Collins, New YorkGoogle Scholar
  14. Clarke J (2012) To discuss and reflect on our concepts of organization as SF organizational developers in the future. Int J Solut Focus Organ 4(4):52Google Scholar
  15. Culbert SA (2017) Good people, bad managers. How work culture corrupts good intentions. Oxford University Press, OxfordGoogle Scholar
  16. Decortis F, Noirfalise S, Saudelli B (2000) Activity theory, cognitive ergonomics and distributed cognition: three Views of a transport company. Int J Hum Comput Stud 53(1):5–33CrossRefGoogle Scholar
  17. Drucker PF (2017) The Peter F. Drucker reader. Harvard Business Review Press, Boston, MAGoogle Scholar
  18. Hamel G, Zanini M (2018) The end of bureaucracy. How a Chinese appliance maker is reinventing management for the digital age. Harv Bus Rev 2018:50–59Google Scholar
  19. Hollnagel E (1997) Cognitive ergonomics: it’s all in the mind. Ergonomics 40(10):1170–1182CrossRefGoogle Scholar
  20. Hutchison ED (2018) Dimensions of human behaviour. The changing life-course. Sage Publications, Thousand OaksGoogle Scholar
  21. Ibarra H (1999) Provisional selves: experimenting with image and identity in professional adaptation. Adm Sci Q 44(4):764–791CrossRefGoogle Scholar
  22. Kahneman D (2011) Thinking, fast and slow. Allen Lane, New YorkGoogle Scholar
  23. Kreizer MJ, Monsen KA, Nandram S, de Blok J (2015) Buurtzorg Nederland. A global model of social innovation, change and whole-systems healing. Global Adv Health Med 4(1):1–5Google Scholar
  24. Laloux F (2014) reinventing organizations. A guide to creating organizations inspired by the next stage of human consciousness. Nelson Parker, BrusselsGoogle Scholar
  25. Malakyan PG (2014) Followership in leadership studies: a case of leader–follower trade approach. J Leadersh Stud 4(7):6–22CrossRefGoogle Scholar
  26. McChrystal S, Collins T, Silverman D, Fussell C (2015) Team of teams. New rules of engagement in a complex world. Penguin Books, New YorkGoogle Scholar
  27. Meredith P, Rosell SA, Davis GR (2016) Catalytic governance. Leading change in the information age. University of Toronto Press, TorontoCrossRefGoogle Scholar
  28. Monsen KA, de Blok J (2013) Buurtzorg: Nurse-led community care. Creat Nurs 3(19):122–127CrossRefGoogle Scholar
  29. Mulgan G (2013) The locust and the bee. Predators and creators in capitalism’s future. Princeton University Press, Princetown, OxfordGoogle Scholar
  30. Neumeier M (2012) Metaskills: five talents for the robotic age. New Riders, New YorkGoogle Scholar
  31. Noordegraaf M, Steijn B (2013) Professional under pressure. The re-configuration of professional work in changing public services. Amsterdam University Press, AmsterdamCrossRefGoogle Scholar
  32. Paton HJ (1971) The categorical imperative. A study in Kant’s moral philosophy. University of Pennsylvania Press, PhiladelphiaGoogle Scholar
  33. Peterson C, Park N, Seligman M (2005) Orientations to happiness and life satisfaction: the full life versus the empty life. J Happiness Stud 6(1):25–41CrossRefGoogle Scholar
  34. Quinn RE, Thakor AV (2018) Creating a purpose-driven organization. Harv Bus Rev 2018:78–85Google Scholar
  35. Ristimäki S, Kilpi E (2016) Re-understanding value creation in perspectives on new work. In: Sitra Stud, vol 114. HelsinkiGoogle Scholar
  36. Seligman MEP (2011) Flourish. A visionary new understanding of happiness and well-being. Free Press, New YorkGoogle Scholar
  37. Slay HS, Smith DA (2010) Professional identity construction: Using narrative to understand the negotiation of professional and stigmatized cultural identities. Hum Relat 64(1):85–107CrossRefGoogle Scholar
  38. Tajfel H (ed) (1982) Social identity and intergroup relations. Cambridge University Press, CambridgeGoogle Scholar
  39. Tuurnas S, Stenvall J, Virtanen P, Pekkola E, Kurkela K (2019) Towards a collaborative development culture in local government organisations. Int J Publ Sect Manag.  https://doi.org/10.1108/IJPSM-05-2018-0119CrossRefGoogle Scholar
  40. Ulrich D, Kryscynski D, Ulrich M, Brockbank W (2017) Victory through organization Why the war for talent is failing your company and what you can do about it. McGraw-Hill, New YorkGoogle Scholar
  41. Vargo SL, Lusch RF (2014) Inversions of service-dominant logic. Market Theory 14(3):239–248CrossRefGoogle Scholar
  42. Vargo SL, Lusch RF (2015) Institutions and axioms: an extension and update of service-dominant logic. J Acad Market Sci 44(1):5–23CrossRefGoogle Scholar
  43. Virtanen P, Stenvall J (2018) Intelligent health policy. Theory, concept and practice. Springer, ChamCrossRefGoogle Scholar
  44. Van Der Wal Z (2017) The 21st century public manager. Palgrave, LondonGoogle Scholar
  45. Wiles F (2012) Not easily put into a box: constructing professional identity. Soc Work Educ 32(7):854–866CrossRefGoogle Scholar
  46. Zak PJ (2017) The neuroscience of trust. Harvard Bus Rev 1(2017):3–8Google Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.ITLA FoundationHelsinkiFinland
  2. 2.University of VaasaVaasaFinland

Personalised recommendations