The document discusses frameworks for understanding public service innovation from different perspectives: what type, why it's needed, where collaboration occurs, when stakeholders are involved, who the stakeholders are, and how they are engaged. It also provides recommendations for supporting innovation, including enabling self-organization and emergence, cultivating an innovation ecosystem, providing small wins to manage uncertainty, promoting feedback and sensemaking, and enriching interaction through digital technology.

1. Co-creation of Public Service Innovation –
What, Why, Where, When, Who and How?
Harri Jalonen
Turku University of Applied Sciences
Tuula Jäppinen
Association of Finnish Municipalities
@Jalonen
@Tujappi
https://cosie.turkuamk.fi/
PUBSIC2020
Stavanger, Norway

2. ?

3. 5W1H Framework addresses public service innovation from six
perspectives (5W1H) with the following questions:
What type or combination of types of innovation is taking place (cf. De Vries et al. 2016)?
Why is the innovation needed and how is it justified (cf. OECD 2019)?
In which arenas (where) is the cross-sector collaboration between
the relevant and affected stakeholders taking place (cf. Torfing 2019)?
At which stages (when) of the innovation process are the relevant
and affected stakeholders involved (cf. Voorberg et al. 2014)?
Who are the relevant and affected stakeholders and
what roles can be identified (cf. Osborne 2018, Brandsen et al. 2018)?
How are the relevant and affected stakeholders engaged and how is
the leadership enacted (cf. Osborne 2018, Brandsen et al. 2018)?

4. Findings (1/6)

5. Findings (2/6)

6. Findings (3/6)

7. Findings (4/6)

8. Findings (5/6)

9. Findings (6/6)

10. Recommendation (1/5): Support self-organization and enable emergence
‘The whole is more than the sum of its parts’ implicates that self-organization can produce
emergence, which cannot be predicted or decided in advance. Emergence and self-
organization happen when public organizations, private firms, third sector organizations as well as
citizens continually decide with which other entities and initiatives to engage and what information
they will share. It is worth noting that emergence does not only imply an upward-going process. A
higher-level emergent process causally influences its lower-level constituents. Due to bi-
directional influence, it is important that policymakers make sure that the emergent pattern
does not become too powerful.

11. Recommendation (2/5): Cultivate the ecosystem of service innovations
Ecosystem is a functional whole which is made up of all related actors from private, public and third
sectors, as well as economic, cultural and legal institutions. These actors and institutional
arrangements are strongly connected with each other. Connectivity and interdependence point out
that actions by any actor may affect (constrain or enable) related actors and systems. An ecosystem
and its environment co-evolve, with each adapting to the other.

12. Recommendation (3/5): Tackle uncertainty by providing small wins
The idea is to make progress by cultivating small changes in a way that makes them larger
and stronger; energizing different stakeholders instead paralyzing them. A small wins framework
is based on the three steps: identifying and valuating small wins (and avoiding small losses),
analyzing whether the right propelling mechanisms are activated and organizing that results feed
back to into the policy process.

13. Recommendation (4/5): Ensure diversity by promoting feedback and sensemaking
Sense-making is a process by which actors make their world meaningful through talking and acting.
The sensemaking holds the idea that the reality is neither given, nor discovered, but created
in the process of enactment, that is to say, by experimenting and learning by doing. It is anticipated
that it is the process, rather than the product, that represents the value.

14. Recommendation (5/5): Enrich interaction through digital technology
The more accurate and real-time data available, the more effective the service provision will be.
The more citizen participation, the more tailored services can be co-created. The more
transparent governance becomes, the more legitimate and accountable it becomes.
Governmental legitimacy increases societal trust which supports knowledge sharing and spurs
innovation. To tackle negative side-effects, it is important to strengthen public agencies’ strategic,
operational, and technological capabilities. It is worth noting that not everything that is
technologically possible is ethically justifiable or even operationally preferable.

15. Investigating co-creation of public service innovation
requires ontological commitment with epistemological and
methodological consequences.
The nature of
value co-creation
The process of knowing
about value co-creation
Set of techniques for
collecting data about value
co-creation
Value is co-created
at the nexus of
various actors
in the particular
context.
‘Ethos of co-creation’
The emergence of value
can be revealed through
giving voice to those involved.
‘Skin in the game’
Participatory and
action-oriented
research.
‘Methods of co-creation’
Conclusions