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Design and Organisational Change in the Public Sector

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Alessandro DESERTI and Francesca RIZZO


The demand of a new generation of public services is leading to a systematic
exploration of what design can do for public organisations. If the rapid growth of
service design practices spread the idea that design is not just focused on
tangible artefacts, the effects of their introduction in public organisations are still
underestimated. This article explores the ongoing trend of the adoption of design
as a practice to deal with the innovation of public services through the discussion
of three cases, in the light of the hypothesis that the introduction of design
knowledge in public institutions should be reconnected to the management of
their organisational changes. In particular in the analysis of the cases the authors
discuss evidences in favour of a new interpretative framework in which the design
of new artefacts (service, processes and solutions) can be described as a powerful
yet implicit agent of change (Deserti and Rizzo, 2014).


PUBLISHED: Proceedings from the The 19th DMI: Academic Design Management Conference, 2014


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