MakingCrisisIJPSPM

Int. J. Public Sector Performance Management, Vol. 1, No. 1, 2007 5 Copyright © 2007 Inderscience Enterprises Ltd. Making crisis a momentum for change within public services Claude Rochet Institut de Management Public, Université Paul Cézanne,... More

Int. J. Public Sector Performance Management, Vol. 1, No. 1, 2007 5 Copyright © 2007 Inderscience Enterprises Ltd. Making crisis a momentum for change within public services Claude Rochet Institut de Management Public, Université Paul Cézanne, Aix-Marseille III, France LAREQUOI, Université de Versailles Saint-Quentin-en-Yvelines, France E-mail: claude. rochet@univ-cezanne. fr Abstract: The public sector is traditionally presented as reluctant to change. Using an adaptive systems framework and following a grounded theorising approach, I analyse four cases of successful organisational transformation through the management of crises as a momentum for change. Crises help only if they are managed as such a momentum. My conclusion is that appropriate crisis management may lead to a performing organisation. I stress the key success factors for a successful management of crisis as a momentum for change: learning is the key point and public managers appear to have a fair ability to lea Less