References
- Brown, T. L., Potoski, M., & Van Slyke, D. M. (2018). Complex contracting: Management challenges and solutions. Public Administration Review, 78(5), 739–747.
- Davidson, A., Lowe T., Brossard, M., & Wilson, J. (2017) A whole new world: funding and commissioning in complexity. Collaborate CIC/Newcastle University.
- Eppel, E. A., & Rhodes, M. L. (2018). Complexity theory and public management: a ‘becoming’ field. Public Management Review, 20(7), 949–959.
- French, M., & Lowe, T. (2018). Place action inquiry: our learning to date. Lankelly Chase Foundation.
- French, M., Lowe, T., Wilson, R., Rhodes, M. L., & Hawkins, M. (2020). Managing the complexity of outcomes: a new approach to performance measurement and management. In D. Blackman, F. Buick, K. Gardner, S. Johnson, M. O’Donnell, & S. Olney (Eds.), Handbook on performance management in the public sector. Edward Elgar.
- Haynes, P. (2015). Managing complexity in the public services. Routledge.
- Head, B. W., & Alford, J. (2015). Wicked problems: Implications for public policy and management. Administration and Society, 47(6), 711–739.
- Hobbs, C. (2019). Systemic Leadership for Local Governance. Palgrave Macmillan/Springer.
- Lowe, T., & Wilson, R. (2017). Playing the game of outcomes-based performance management. is gamesmanship inevitable? Evidence from theory and practice. Social Policy and Administration, 51(7), 981–1001.
- Lowe, T., & Plimmer, D. (2019). Exploring the new world: practical insights for funding, commissioning and managing in complexity. Newcastle Business School, Northumbria University and Collaborate CIC. http://wordpress.collaboratei.com/wp-content/uploads/Exploring-the-New-World-Report_Digital-report.pdf.
- Lowe, T., French, M., & Hawkins, M. (2020a). Navigating complexity—the future of public service.’. In H. Sullivan & H. Dickinson (Eds.), The Palgrave handbook of the public servant. Springer International Publishing.
- Lowe, T., French, M., & Hawkins, M. (2020b). The Human, Learning, Systems approach to commissioning in complexity.’. In A. Bonner (Ed.), Local authorities and social determinants of health. Policy Press.
- Mowles, C. (2014). Complex, but not quite complex enough: The turn to the complexity sciences in evaluation scholarship. Evaluation, 20(2), 160–175.
- Organization for Economic Co-operation and Development. (2017). System approaches to public sector challenges: working with change. http://www.oecd.org/publications/systems-approaches-to-public-sector-challenges-9789264279865-en.htm.
- Pell, C., Wilson, R., & Lowe, T. (eds.). (2016). Kittens are evil: little heresies in public policy. triarchy press.
- Pell, C., Wilson, R., Lowe, T., & Myers, J. (eds.). (2020). Kittens are evil II: little heresies in public policy. Triarchy Press.
- Rhodes, M. L. (2008). Complexity and emergence in public management: The case of urban regeneration in Ireland. Public Management Review, 10(3), 361–379.
- Seddon, J. (2008). Systems thinking in the public sector. Triarchy Press.
- Smith, M. (2020). Bespoke by default: The future of public services. In Pell, C. (2020), op. cit.
- Snowden, D. (2015). Cognitive edge: making sense of complexity. Butterworth Heinemann.