Abstract
Complexity theory is used to explore an exemplar of how digital government services evolved under conditions of uncertainty and rapid change created by COVID-19 in 2020. Based on a qualitative, constructivist research design, informed by interviews with key senior public servants and document analysis, the complexity lens helps us to understand how provisions of digital public services were quickly adapted and evolved to meet new and emerging needs experienced because of the pandemic. Means for making collective sense of the unknown from which to plan first steps, learning from doing, agility, co-construction and adaptive leadership are in evidence.
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