• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
110128 fuglsang inno-wellness
 

110128 fuglsang inno-wellness

on

  • 854 views

Inno-Vointi-hankeen alkuseminaari 281.2011 Dipolissa. ...

Inno-Vointi-hankeen alkuseminaari 281.2011 Dipolissa.

Keynote esitys: Professori Lars Fuglsang, Roskilden yliopisto
Employee-based and incremental innovation in public services

Professori Lars Fuglsangilla on pitkä kokemus palveluinnovaatioiden tutkimuksesta sekä yksityisellä että
julkisella sektorilla. Roskilden yliopiston palvelututkimuksen ryhmä on kansainvälisesti tunnustettu. Professori
Fuglsang on toimittanut projektin teemaan liittyvän kirjan Innovation and the creative process: towards
innovation with care (2008) ja professori Jon Sundbon kanssa kirjan Innovation as strategic reflexivity (2002).

Statistics

Views

Total Views
854
Views on SlideShare
854
Embed Views
0

Actions

Likes
0
Downloads
2
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    110128 fuglsang inno-wellness 110128 fuglsang inno-wellness Presentation Transcript

    • Employee-based and incremental innovation in public services Innovation well-being of employeesHelsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • What is inno-well-being about• Employees want their job to have meaning and importance in society.• They tend to identify with temporary projects and deep core values of an organization (Fiol 2001).• Many also want to have influence on and control with their job.• Many actively seek to influence their job.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Inno-well-being after G. Ekvall (1996) Weak innovation Strong innovation climate climate Apathy; indifference; Challenge Joy; meaningfulness; alienation. energy. Passivity, rule-bound, Freedom Exchange of information; anxious to stay inside taking initiatives; discuss established boundaries. problems; make decisions. ”No” is the key word. Idea-support Attentiveness towards Counter-arguments ideas; listen to each always present. other; constructive and Mistakes and failures. positive atmosphere. Suspiciousness; fear of Trust/openness Open and making mistakes; Afraid straightforward of being exploited and communication without robbed of good ideas. fear of reprisal and ridicule.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Types of public innovation (Danish tax authorities)1. Service innovation2. Administrative innovation3. Policy innovation4. Democracy innovation5. Conceptual innovation?(Corresponds more or less to Windrum 2008)Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Does innovation happen in the public sector?• Public sector is characterized by plural values of frugality, rectitude and resilience (Hood 1991). Does this create indecision (Denis et al 2010)?• There are “silos” and knowledge boundaries in the public sector.• It is sometimes believed that public sector institutions innovate less than private companies.• Nevertheless, research has never been able to prove this (see e.g. Koch et al. 2005; Earl 2002; Earl 2004; National Audit Office 2006a, 2006b).• For example, in a Canadian study, Louise Earl (2002) finds that in some critical areas of change, Canadian public sector organizations are almost twice as innovative as private firms.• Koch et al. (2005) find numerous examples of innovations in the public sector. They show that there are specific drivers as well as barriers for innovation in the public sector.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Drivers of public innovation (Koch and Hauknes 2005)• Competitive drivers.• Problem-oriented drivers.• Non-problem oriented improvement.• Political push.• Growth of a culture of review.• Support mechanisms for innovation .• Capacity for innovation.• Technological factors.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Questionnaire about Danish public innovation, Pedersen et al. (2007)• Response from 759 leaders in Danish public institutions (kindergartens, schools, after schools, elderly care)• 64% of these institutions say they have innovated within the past 5 years.• Institutions drive innovations themselves according to 70 % of the leaders.• Employees are ”to a high degree” the most important source according to 78 %• According to 70 % of the leaders innovation leads to increasing quality.• ’Only’ 15 % say that the institutions are in a better economic situation as a consequence of innovation.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Organizing innovation and well-being• As an ad hoc process• As a separate function• As a systematic activity(Fuglsang, Hansen and Serin 2011)Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Forms of public innovation (Danish tax authorities)• Expert driven• Citizen centered• Citizen involving• Citizen drivenHelsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Innovation tool books Danish Enterprise and Construction Authority 2010Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Innovation tool books DESINOVA 2009Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Characteristics of the innovation process• Planned changes. From idea to product.• Experimental, rapid applications• ”A posteriory recognition of innovation”, ad hoc innovation.• Systematic (using tools). Integrated with community development and core values of employees.• After Toivonen, Tuominen and Brax (2007); Gallouj and Weinstein (1997).Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Observed innovation processes (2)• Top-management initiated abstract interest- creating activity. “We have some external requirements and expectations which can put focus on a need for development. It can be something that happens in society at the political level and the citizen level.”• Tool: A development department. Negotiations.
    • Observed innovation processes (1)• Management mediated problem-driven formalised activity “An example is the development of a new waiting-list system for people who have been promised a place in a residential home. The system is meant to ensure that a rule of 4 weeks guarantee is strictly kept ...The idea for this new system came from staff and management and was further developed at staff meetings.”• Tool: Weekly meetings. Project culture.
    • Observed innovation processes (3)• Bricolage as a process of everyday problem-solving based on resources at hand and core working values. “I had a client who was completely deaf ... She had a lamp which gave out light when one pushed the door bell. Often she sat knitting. You could give her a fright, if you entered the door. Then I stamped my foot in the floor. Then she felt the vibration. Then she was not scared when somebody suddenly stood there.”• Tool: A culture of bricolage. A mobile phone.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Managing innovation (Fuglsang 2010; Fuglsang and Sørensen 2011)Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Linking micro and macro• The dual organization• Loose or tight couplings• Sense of community and core values.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Theorization and problemtization Lounsbury et al (2007)Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • ”The fantastic library of the future”Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Changing the role of the libraryFrom being (partly myth)• quiet, boring, authoritarian, the librarian difficult to talk to.To becoming• lively, open-minded, outreach, the librarian as an information expert, consultant, a guide.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • The public library theory• Starting point was the library spirit from the early 20th century. The library as social movement.• Competition entered into the public sector: Google and other search engines.• Libraries and librarians felt forced to rethink their role.• Rethink the ”library spirit” and the key problem of libraries.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Problematization and readiness• The Danish Bibliographic Centre (DBC) was created in 1993, a private limited company with responsibility for IT.• The Danish National Library Authority was restructured in 1997. A more top-strategic organization.• White paper on libraries in the information society was published in 1997• New Library Act in was passed in 2000: Strong emphasis on electronic materials and Internet.• Modernisation of the Royal School of Library and Information Science during the 1990s.• The Danish Union of Librarians was to become “a union of information specialists and cultural intermediaries.”• Creation of Danbibbase, bibliotek.dk and net-libraries through government and project funding starting from the mid-1990s.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • Theorization: New library strategy ”We have to define very clearly the role of the library and strategies in relation to the needs of the knowledge society. The overall goal with the contribution and service of the library must be to strengthen innovation and coherence in society.” Strategy of the National library Authority 2006Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • The role of the librarian ”… libraries today are much more than an elderly lady with an amber chain that wears her hair in a knot at the back sitting behind the counter of the public library ... (DBCAvisen, ”The DBCnews”, 04 Winter 2005).Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • By way of conclusion: changes in public innovation (J. Hartley 2005)• Traditional public administration. – A stable homogeneous environment in which needs are defined by professionals and innovations are large-scale and universal.• New public management• Competitive and atomized in which needs are expressed through the market and innovations concern organizational changes.• Networked governance or citizen-centred governance (rectitude and innovation): – A continuously changing and diverse organization in which needs are seen as complex and volatile, and where innovation takes place both at the central and the local level. – Public managers are explorers rather than clerks and citizens are co- producers rather than clients. – Inno-well-being: Develop a clearer language and theory about innovation which is integrated with occupational practice.Helsinki January 28 2011 Inno-Wellness project, Lars Fuglsang
    • EndHelsinki January 28 2011 Inno-Wellness project, Lars Fuglsang