Systems thinking and the public service 

Reform, renewal and refinement are constant features of public services. Research into change in this arena tends to focus on the impact of specific interventions. The process of change in public services, however, involves collaborations between multiple government and non-government organisations and actors; it occurs in complex systems that have multiple boundaries and feedback loops from which new ways of working can emerge in unpredictable ways.  

Impact

Our research is aimed at delivering:

  • Policy
    Enhanced conceptualisation of policy implementation, issues and problems.
  • Change
    Improved understanding of change processes.
  • Measurement
    Improved evaluation and measurement.

Competitive advantage

We study different aspects of change at multiple levels and work in partnership with policy makers, practitioners, advocates and service users to develop and apply methods in new ways to help understand and solve real-world problems. Researchers in this theme have a broad range of theoretical and practical expertise and undertake research and consultancy work to adapt and apply systems frameworks to support policy design, implementation and evaluation.

Successful applications

Dr Karen Gardner, Professor Helen Dickinson and Dr Miriam Glennie have been using systems thinking concepts to evaluate a healthy skin program established by a not-for-profit in remote Aboriginal communities in the Northern Territory that aims to eliminate crusted scabies.

Study with us

Much has been written about systems thinking and its potential application in public administration, yet few university courses offer students opportunities to apply key systems concepts and consider their implications for public policy design and management. 

Our People and Systems course, part of the Master of Business, considers the role of people in delivering organisational effectiveness and high performance, in conjunction with the impact of their managers on the outcomes. The concept of systems thinking and the role of people as part of those systems is explored. 

Our researchers

Head of School and Professor in Public Sector Management Strategy Deborah Blackman
Head of School and Professor in Public Sector Management Strategy
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Senior Lecturer in Public Sector Management Fiona Buick
Senior Lecturer in Public Sector Management
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Senior Lecturer, HR and Organisation Behaviour Catherine Deen
Senior Lecturer, HR and Organisation Behaviour
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Professor of Public Service Research Helen Dickinson
Professor of Public Service Research
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Research Project Coordinator and Senior Lecturer, Public Sector Management Megan Evans
Research Project Coordinator and Senior Lecturer, Public Sector Management
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Lecturer, Public Sector Leadership Samantha Johnson
Lecturer, Public Sector Leadership
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Senior Lecturer Katie Moon
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Visiting Fellow Sue Olney
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Director of PSRG and Associate Professor, Accounting and Governance James Rooney
Director of PSRG and Associate Professor, Accounting and Governance
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Lecturer Vindhya Weeratunga
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