This master of Public Governance is describing an experiment at Copenhagen University Hospital Rigshospitalet and Stenhus Gymnasium and HF, based on data from an innovative co-creation pro-cess. The purpose of this master was to test a Usercentret Innovation process as a philosophy for leadership in a professional culture. We examine whether a co-creation process create a new sense and whether that will be a catalyst for new working solutions with better results for our users. A small group of employees and leaders have been participating in this experiment. The process was facilitated by MindLab – a development unit across three ministries. MindLab collected and analyzed the qualitative data (photos, interviews, cultural probes) from our users: patients and students. These data was presented to us as patterns, which were typical experiences from the users. For the participants it was quite an eye-opener. In both organizations we thought we knew the effect, and therefore we were all disrupted in our core service. It generated many ideas in the inno-vative process and thereby new knowledge for a change in our patterns of action. The methods were based on Christian Bason “Leading public sector innovation: Co-creating for a better society” (2010). We used Carl Weicks theory of sensemaking as a primary analytical perspective: ”Sense-making in Organizations” (1995). Sensemaking is understood as a process that is grounded in iden-tity, retrospective, enactive, social, ongoing, focused on cues and driven by plausibility. These seven elements in the sensemaking process were our analytic lens to understand the co-creation pro-cess and the possibilities the process created for us and our employees. We may conclude that the process has given us a deeper understanding of our users, our working process, our organizations and a broader perspective of the society we serve. We created together a language of innovation in our organizations and created powerful innovations questions for the fu-ture. The innovation process includes a great respect for the professionals knowledge and experien-ce. This meant that our participants experienced motivation and willingness to change there wor-king processes. We conclude that we obtained new knowledge about leading our professional employees by facilitating and framing an innovative co-creation process. This process has shown to be a powerful element in our leadership. We have just started the journey, and will continue to make sure, that our organizations create a real difference for our users. We really want to make a difference for our users as well as our employees.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||104|