Abstract
ABSTRACTThe heuristic device of a complexity-based lens is applied to the local implementation of a public programme to understand the possible misalignment of its outcomes with the central planners’ goals. The authors supersede the dominant use in complexity theory of simplifying or ambiguous metaphors to focus, instead, on the core concepts of emergence, co-evolution, and self-organization. The paper reinterprets extant literature and analyses an exemplary case, concluding that policy implementation must be approached pragmatically as a self-organizing system and that the public managers need to strategically engage with complexity in a manner that is consistent with such a pragmatic understanding.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
