Collaborative competences for agile public servants: A case study on public sector innovation fellowships

In times of crisis and with the increase of new ways of working, public sector organisations increasingly include agile practices in their working practices. To successfully transform public sector organisations into agile organisations, public servants require a new set of competences. Informal lea...

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Bibliographic Details
Published inInformation polity Vol. 29; no. 2; pp. 1 - 18
Main Author Albrecht, Valerie
Format Journal Article
LanguageEnglish
Published Amsterdam IOS Press BV 01.01.2024
Subjects
Best practice
Case studies
Experts
Innovations
Learning
Organizational aspects
Organizations
Public sector
Scholarships & fellowships
Work environment
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Summary:In times of crisis and with the increase of new ways of working, public sector organisations increasingly include agile practices in their working practices. To successfully transform public sector organisations into agile organisations, public servants require a new set of competences. Informal learning is a key element that helps public servants to build and apply these competences, e.g., through the collaboration with external experts in public sector innovation fellowships. To observe how collaborative competences for agile public organisations can be developed successfully by involving external experts, I conducted a case study on two iterations of a public sector innovation fellowship. My findings show that throughout the fellowships, competences are being developed in a collaborative process on a personal and organisational level. The practical application of the learned methods, personal reflection, and the development of organisational networks transform the collaborative into a learning process, allowing public servants to develop new competences and bring them into their organisation.
ISSN:1570-1255
1875-8754
DOI:10.3233/IP-230056