Co-diagnosing

Jim Armstrong
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Jim Armstrong: The Governance Network™

Chapter 6 in Improving International Capacity Development, 2013, pp 78-110 from Palgrave Macmillan

Abstract: Abstract There may be nothing solitary about tackling a wicked government development problem, but before that process begins, there does come a moment when someone decides that it has to be done. If that person has sufficient sway, the process begins. Sometimes, the process can be carried out through internal review, but more often, the objective eye of a third-party facilitator is needed. The process is just as common in the private sector as it is with governments — one only has to think of large and powerful business analysis firms such as McKinsey or Bain to see that the value of a neutral and trusted third-party intervenor has enormous currency in the private sector as well.

Keywords: Civil Service; Change Context; Capacity Development; Wicked Problem; Stakeholder Analysis (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-31011-8_6

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DOI: 10.1057/9781137310118_6

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