Managination

Niels Thygesen, Tine Hansen

Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

Abstract

Purpose: The purpose of this chapter is to develop the idea of Innovative Laboratories as a learning format which can be used to create public value in a Danish context by specifically coping with strategic challenges which takes the form of paradoxes.
Design/methodology/approach: The learning format is theoretically informed by Niklas Luhmann’s functional approach as well as based on concrete teaching experiences within the course on strategy which is an integral part of the Master of Public Administration, CBS.
Findings: The structure and processes of Innovative Laboratories incorporate the idea of theoretical perspectives as contingent ways of observing and apply this idea to the way strategic problems are reformulated by the participants and thus to how new strategic solutions become viable.
Originality/value: As such, the laboratories represent a way of innovation, as the most valuable part of the process is not to find a solution but to create a new problem by reformulation. This innovation process is captured by the metaphor of ‘managination’.
Original languageEnglish
Title of host publicationDeveloping Public Managers for a Changing World
EditorsKlaus Majgaard, Jens Carl Ry Nielsen, John W. Raine, Bríd Quinn
Number of pages19
Volume5
Place of PublicationBingley
PublisherEmerald Group Publishing
Publication date2016
Pages163-181
ISBN (Print)9781786350800
ISBN (Electronic)9781786350794
DOIs
Publication statusPublished - 2016
SeriesCritical Perspectives on International Public Sector Management
Volume5
ISSN2045-7944

Keywords

  • Paradox
  • Public value
  • Strategy
  • Laboratories
  • Learning
  • Functional method

Cite this

Thygesen, N., & Hansen, T. (2016). Managination. In K. Majgaard, J. C. Ry Nielsen, J. W. Raine, & B. Quinn (Eds.), Developing Public Managers for a Changing World (Vol. 5, pp. 163-181). Bingley: Emerald Group Publishing. Critical Perspectives on International Public Sector Management, Vol.. 5 https://doi.org/10.1108/S2045-794420160000005009