Routine innovation: complex processes from policy development to implementation

Routines of working relationships inhibit the noticing of group norms, behaviours and assumptions (Alvesson and Spicer, 2012). Changing those routines, with the formation of temporary organisational relationships such as a policy group, creates a social noticing whereby propositional themes are interpreted and new ways of working can be imagined. The paradox of stability/instability of such groupings enables an innovating process to develop leading to new routines and power relations. Complex responsive processes of relating (Stacey et al., 2000) draws attention to these processes in ways that are helpful for the policymaker. For example, in addition to the policymaker's work in drafting policy, it encourages attention to be paid to the ongoing social interactions as policy is made and interpreted in different groups and in different contexts. Heightened awareness enables greater individual and social reflexivity and increases the potential for successful innovation.