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Striking the right fit between resources, processes, and outcomes in complex environments, where different groups have something to contribute towards joint outcomes, even though they partake in joint operations in the pursuit of their own objectives This is what intelligent governance is all about. It is the practical application of an evolving worldview that is a less conflictive, more intelligent, more cooperative and a wiser mode of human coordination. This short book proposes some guideposts for intelligent governance.
It does not put forward a rigid blueprint or a recipe that could mechanically and blindly be followed, but a prototype for a process of inquiry seeking to help organizations find a way forward (through innovation and value adding), some general indications about the most toxic pitfalls likely to materialize mental prisons, lack of mindfulness, etc. and comments about the most promising opportunities or initiatives likely to nudge the coordinating inquiries into successful directions.
Gilles Paquet (1936–2019), O.C., MRSC, was Professor Emeritus at the Telfer School of Management and a Senior Research Fellow at the Centre on Governance of the University of Ottawa. He was a Fellow of the Royal Society of Canada and of the Royal Society of Arts of London, and served as President of the Royal Society of Canada (2003–2005). He studied at Laval, Queen's (Canada) and at the University of California (Los Angeles) where he was Postdoctoral Fellow in Economics. He taught at Carleton University for almost 20 years before joining the University of Ottawa in 1981. He received honorary doctorates from Queen's, Laval, and Thompson Rivers University, received the Public Service Citation Award of APEX, and was made Honorary Member of l'Association des économistes québécois. He was made Member of the Order of Canada in 1992.
Christopher Wilson (Author)
Christopher Wilson is a senior research fellow at the Center on Governance of the University of Ottawa and a senior consultant on collaborative governance and partnership in the public and voluntary sectors. For over 15 years, Wilson has worked with many public, private, and civic partnerships as a partner and as an evaluator while teaching collaboration and governance at the University.
Preamble Not a Plan, But a Prototype, and Indications Along the Way
Introduction Escaping from Mental Prisons and Designing New Arrangements
PART I Reframing
Chapter 1 Beyond the Blinding Search for Simplicity and Certainty
Chapter 2 On Collaboration
Chapter 3 Designing Social Learning
PART II Refurbishing
Chapter 4 Delta Knowledge and the Drift From Leadership to Stewardship
Chapter 5 Social Practice, Strategy and Accountability
PART III Scheming and Wayfinding Virtuously
Chapter 6 Collaboration in the Absence of Affectio societatis
Chapter 7 Culture Governance and the Strategic State
Conclusion Governing Intelligently