Public managers are designers who develop strategies for adapting to climate change, build capabilities, and evaluate outcomes using systems-thinking and strategic management.

Format: Paperback / softback
Length: 75 pages
Publication date: 15 December 2022
Publisher: Cambridge University Press

The Element delves into the critical role of public managers as designers, drawing upon principles of systems thinking and strategic management. Through a process-tracing methodology, it examines three key design processes employed by public managers to adapt to climate change, develop the necessary capabilities, and assess outcomes. Across three illustrative cases, the findings shed light on managers' role as design-oriented integration agents, highlighting areas where further exploration is warranted. Additionally, this title is accessible as Open Access on Cambridge Core, expanding its reach and impact to a broader audience.

The Element: Exploring the Role of Public Managers as Designers

Public managers play a pivotal role in addressing the challenges posed by climate change. As designers, they employ a range of processes to develop strategies for adaptation, build the requisite capabilities, and evaluate the effectiveness of their efforts. This Element explores these design processes in depth, drawing from systems thinking and strategic management theories.

Process-Tracing Methodology

To examine the design processes of public managers, a process-tracing methodology was employed. This approach involves closely observing and documenting the steps taken by managers as they develop strategies for adapting to climate change. It also involves analyzing the interactions between different actors, such as policymakers, stakeholders, and experts, to understand the broader context in which these strategies are formulated.

Three Design Processes

Three key design processes were identified during the research:

1. Strategy Development: Public managers engage in a systematic process of identifying and evaluating potential climate change adaptation strategies. This involves assessing the risks and uncertainties associated with climate change, analyzing available data and information, and developing a range of options that can be implemented.

2. Capability Building: Once strategies are developed, public managers focus on building the necessary capabilities to implement them effectively. This involves training and capacity-building programs, as well as developing new technologies and infrastructure that support climate change adaptation.

3. Outcome Evaluation: Public managers assess the outcomes of their adaptation efforts to ensure that they are achieving their desired goals. This involves monitoring and evaluating the impact of implemented strategies, collecting feedback from stakeholders, and making adjustments as needed.

Findings

Across three illustrative cases, the findings highlight the role of managers as design-oriented integration agents. The findings indicate that managers play a critical role in facilitating the integration of different perspectives and expertise, ensuring that adaptation strategies are holistic and comprehensive. Additionally, the findings point to areas where further inquiry is warranted, such as the role of governance structures and incentives in promoting effective climate change adaptation.

Conclusion

In conclusion, public managers are essential designers in the context of climate change adaptation. By employing a process-tracing methodology, this Element has shed light on the key design processes employed by public managers to develop strategies, build capabilities, and evaluate outcomes. The findings highlight the role of managers as design-oriented integration agents, and point to areas where further research and inquiry are needed to enhance the effectiveness of climate change adaptation efforts.

Weight: 169g
ISBN-13: 9781009101363