Chapter

Public learning

Margaret Attwood, Mike Pedler, Sue Pritchard and David Wilkinson

in Leading change

Published by Policy Press

Published in print February 2003 | ISBN: 9781861344496
Published online March 2012 | e-ISBN: 9781447302674 | DOI: http://dx.doi.org/10.1332/policypress/9781861344496.003.0005
Public learning

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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

Chapter.  7283 words. 

Subjects: Urban and Rural Studies

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