Using old stuff in new ways: Innovation as a case of evolutionary tinkering
AbstractWe analyze more than 25 successful innovations and innovators and draw three principle lessons. First, innovation does not spring from systematic policy analysis nor is it generally a revolutionary breakthrough. Innovation more often depends upon evolutionary tinkering with existing practices. It results, therefore, from a process of trial and error and experimential learning in the field. Its novelty arises from the assemblage of familiar stuff in new ways. Second, analysis is more useful in shaping effective policy by evaluating it as it develops rather than in choosing between competing policies ahead of time. Third, innovative public managers are entrepreneurial; they take risks with this old stuff, with an opportunistic bias toward action and a conscious underestimating of the bureaucratic and political obstacles their innovations face. We conclude with prescriptions for how public managers ought to be trained and how they ought to behave.
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Bibliographic InfoArticle provided by John Wiley & Sons, Ltd. in its journal Journal of Policy Analysis and Management.
Volume (Year): 11 (1992)
Issue (Month): 1 ()
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Web page: http://www3.interscience.wiley.com/journal/34787/home
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- Faridah Djellal & FaÏz Gallouj, 2012. "Les réseaux d'innovation public-privé dans les services (RIPPS) ne sont pas des réseaux d'innovation (RI) comme les autres : quels enseignements pour les politiques publiques ?," Working Papers halshs-00657601, HAL.
- Benoy Jacob & Eric Welch & Terence Simms, 2009. "Emergent Management Strategies in a Public Agency: A Case Study of Alternative Fuel Vehicles," Public Organization Review, Springer, vol. 9(3), pages 213-234, September.
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