Managers as Designers in the Public Services: Beyond Technomagic

David Wastell knows the practice of public sector management, IT and information systems inside out. He explains the theory and research that underpin them lucidly. Even better, he can both analyse the dysfunctions of the current approach to public sector management and propose an effective, working alternative. A rare combination! In Managers as Designers, Wastell first presents an incisive critique of the fundamental flaws of 'new public management' and, particularly, of IT-based 'solutions' to public sector problems. Above all, he says, what stands out from a design perspective is the failure of the top-down, dogma-driven approach to reform. Describing our continuing (and unwarranted) faith in imposed, computer-based solutions as 'technomagic', he sets out a clear antidote based on twin principles: • We need a fundamental shift in the managerial mindset, away from monitoring and control, towards design of the workplace and of the system of work. (Designing the system should be the primary task for any manager or policy maker.) • Public sector management, like any other form of professional activity, needs to be informed by evidence and research, and supported by relevant theory. His critique and proposed remedy is based on detailed case studies covering child protection at a national level in the UK and educational reform in the US, provision of ambulance services in two cities (London and Greater Manchester), and IT services in Salford City Council. The case studies are mainly from the UK, but Wastell's conclusions are applicable anywhere. Drawing on the work of systems thinkers like Peter Senge, Peter Checkland and John Seddon, he shows how the idea that policy is 'delivered' is "wholly pernicious, pandering to the conceit of an all-powerful centre. Implementation is not a passive conduit; ... putting it into operation is a matter of design not of delivery". Moving from delivery to design requires the opening up of 'creative space' at the local level, the freedom (and responsibility) to experiment and to tailor bespoke solutions that reflect local contingencies, preferences and modes of working. All of which makes this essential reading for public sector managers, policy makers, IT professionals and for researchers and academics equally.