Harnessing Sources of Innovation, Useful Knowledge and Leadership within a Complex Public Sector Agency Network: A Reflective Practice Perspective

Abstract

This Innovation Portfolio Project focuses on the development and implementation of a single workplace innovation, namely the "Portal2Progress" (P2P) to the context of the Western Australian Department of Fire and Emergency Services (DFES). The P2P endeavour sought to harness emergent grassroots innovation ideas within the complexity of the contemporary public sector environment of the DFES, which I lead. The P2P is the Innovation Project that underpins my Professional Doctorate study, which is essentially insider research on the introduction and embedding of P2P as a workplace innovation. Within my role, I was actively involved in the research process and in the innovation project delivery.<br> The organisational goal of this Innovation Portfolio Project was that DFES would benefit practically and culturally from the adoption of the P2P. The P2P mechanism of the cultivation of innovative ideas, percolating within DFES, was intended to make a real difference to the business of the agency; and culturally, by the adoption of those ideas leading to the organisation's embracing of innovation and learning. The social aim was to add public value to DFES operations through the delivery of improved service to the community and by making a contribution to the field of public sector management. This Innovation Portfolio Project provides a vehicle for the sharing of knowledge, derived from this endeavour. It also provides a reference, available for the benefit of others that might seek to embed an innovation strategy across their organisation. My personal aim from this research was that of self-improvement as a thinker, as a leader and as a scholar.<br> The Innovation Portfolio Project of this workplace research project, articulates the results of my study from a practical, organisational, academic and personal perspective. It also presents my reflections on the contextual conditions I see as more broadly necessary for the successful implementation of change in public service organisations and more specifically, the leadership, organisational structure and power relationships that I believe made change possible in the DFES.<br> Through my reflection on the findings of this study and its significance, I have explored its potential within DFES, the challenges into future and how these might be managed. I also briefly consider the wider impacts for the wider public sector of P2P and what might be achieved by broader adoption into a public sector organisation.