Co-creation of public service innovation - what, why, where, when, who and how?
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The document discusses frameworks for understanding public service innovation from different perspectives: what type, why it's needed, where collaboration occurs, when stakeholders are involved, who the stakeholders are, and how they are engaged. It also provides recommendations for supporting innovation, including enabling self-organization and emergence, cultivating an innovation ecosystem, providing small wins to manage uncertainty, promoting feedback and sensemaking, and enriching interaction through digital technology.
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Co-creation of public service innovation - what, why, where, when, who and how?
- 1. Co-creation of Public Service Innovation – What, Why, Where, When, Who and How? Harri Jalonen Turku University of Applied Sciences Tuula Jäppinen Association of Finnish Municipalities @Jalonen @Tujappi https://cosie.turkuamk.fi/ PUBSIC2020 Stavanger, Norway
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- 3. 5W1H Framework addresses public service innovation from six perspectives (5W1H) with the following questions: What type or combination of types of innovation is taking place (cf. De Vries et al. 2016)? Why is the innovation needed and how is it justified (cf. OECD 2019)? In which arenas (where) is the cross-sector collaboration between the relevant and affected stakeholders taking place (cf. Torfing 2019)? At which stages (when) of the innovation process are the relevant and affected stakeholders involved (cf. Voorberg et al. 2014)? Who are the relevant and affected stakeholders and what roles can be identified (cf. Osborne 2018, Brandsen et al. 2018)? How are the relevant and affected stakeholders engaged and how is the leadership enacted (cf. Osborne 2018, Brandsen et al. 2018)?
- 10. Recommendation (1/5): Support self-organization and enable emergence ‘The whole is more than the sum of its parts’ implicates that self-organization can produce emergence, which cannot be predicted or decided in advance. Emergence and self- organization happen when public organizations, private firms, third sector organizations as well as citizens continually decide with which other entities and initiatives to engage and what information they will share. It is worth noting that emergence does not only imply an upward-going process. A higher-level emergent process causally influences its lower-level constituents. Due to bi- directional influence, it is important that policymakers make sure that the emergent pattern does not become too powerful.
- 11. Recommendation (2/5): Cultivate the ecosystem of service innovations Ecosystem is a functional whole which is made up of all related actors from private, public and third sectors, as well as economic, cultural and legal institutions. These actors and institutional arrangements are strongly connected with each other. Connectivity and interdependence point out that actions by any actor may affect (constrain or enable) related actors and systems. An ecosystem and its environment co-evolve, with each adapting to the other.
- 12. Recommendation (3/5): Tackle uncertainty by providing small wins The idea is to make progress by cultivating small changes in a way that makes them larger and stronger; energizing different stakeholders instead paralyzing them. A small wins framework is based on the three steps: identifying and valuating small wins (and avoiding small losses), analyzing whether the right propelling mechanisms are activated and organizing that results feed back to into the policy process.
- 13. Recommendation (4/5): Ensure diversity by promoting feedback and sensemaking Sense-making is a process by which actors make their world meaningful through talking and acting. The sensemaking holds the idea that the reality is neither given, nor discovered, but created in the process of enactment, that is to say, by experimenting and learning by doing. It is anticipated that it is the process, rather than the product, that represents the value.
- 14. Recommendation (5/5): Enrich interaction through digital technology The more accurate and real-time data available, the more effective the service provision will be. The more citizen participation, the more tailored services can be co-created. The more transparent governance becomes, the more legitimate and accountable it becomes. Governmental legitimacy increases societal trust which supports knowledge sharing and spurs innovation. To tackle negative side-effects, it is important to strengthen public agencies’ strategic, operational, and technological capabilities. It is worth noting that not everything that is technologically possible is ethically justifiable or even operationally preferable.
- 15. Investigating co-creation of public service innovation requires ontological commitment with epistemological and methodological consequences. The nature of value co-creation The process of knowing about value co-creation Set of techniques for collecting data about value co-creation Value is co-created at the nexus of various actors in the particular context. ‘Ethos of co-creation’ The emergence of value can be revealed through giving voice to those involved. ‘Skin in the game’ Participatory and action-oriented research. ‘Methods of co-creation’ Conclusions