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Leading changeA guide to whole systems working$
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Margaret Attwood

Print publication date: 2003

Print ISBN-13: 9781861344496

Published to University Press Scholarship Online: March 2012

DOI: 10.1332/policypress/9781861344496.001.0001

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date: 19 October 2017

Public learning

Public learning

Chapter:
(p.77) Five Public learning
Source:
Leading change
Author(s):

Margaret Attwood

Mike Pedler

Sue Pritchard

David Wilkinson

Publisher:
Policy Press
DOI:10.1332/policypress/9781861344496.003.0005

Private sector organisations have learnt the importance of consortia and partnerships to handle large contracts. Public services have been slow to learn these lessons. This chapter examines how public learning about the impact of the long hours culture or the benefits of partnerships occurs when those who have a stake in the issue under consideration create new meanings and insights about it together. It also explores ways in which such processes – in which those involved hear their colleagues and stakeholders from other departments, agencies, and locations understand each other's perspectives – can forge new understandings by stimulating a collective ‘making sense’ that acknowledges individual contributions, but is shared and jointly owned.

Keywords:   private sector organisations, public services, large contracts, public learning, sense-making

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