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The concept of "wicked problems" has attracted increasing focus in policy research, but the implications for public organizations have received less attention. This article examines the main organizational and cognitive dimensions emerging from the research literature on wicked problems. We identify several recent approaches to addressing problem complexity and stakeholder divergence based on the literatures on systems thinking, collaboration and coordination, and the adaptive leadership roles of public leaders and managers. We raise some challenges for public management in some key functional areas of government-strategy making, organizational design, people management, and performance measurement. We argue that provisional solutions can be developed, despite the difficulties of reforming governance processes to address wicked problems more effectively.
The literature on coproduction in the public sector generally pays as much attention to clients as it does to other types of coproducers, such as citizens or volunteers. But the question of what influences clients to coproduce attracts relatively less attention. This article offers a conceptualization of the factors inducing client coproduction, drawing on evidence from four Australian public-sector case studies. It is argued that clients are not simple utility maximizers but are also motivated by a complex mixture of nonmaterial incentives, of which a contingency theory is proposed.
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