Complex thinking: a way to manage managerial processes in public administration

Abstract

This article shows that the management of managerial processes in public entities requires the handling of their complexities and the understanding of their multifaceted systems. The feelings of subjects with experience in this sector are expressed by answering the following question: can the degree of institutional complexity be managed to improve good practices in public management? To answer this, it should be emphasized that the complex thinking approach proposes the articulation of the different elements and actors that interact in their different dimensions in order to promote the resolution of social problems. The methodology adopted is of a dialogical nature and is based on Husserl's phenomenology (1990), as an approach and method, which attempts to understand
the world of man through an intellectual vision based on the intuition of the thing itself. the intuition of the thing itself. The instruments for the collection of information are given by the semi-structured interviews that were semi-structured interviews applied to the key informants, as well as a structured intentional analysis matrix (SIA matrix). structured intentional analysis matrix (Krippendorff, 1990) according to the dimensions of the study, administered to a manager of the study, administered to a public management manager, an employee, and a public policy academic. and a public policy academic. In closing, the following categories were unveiled: the architecture of complex thinking in public management, uncertainty in decision-making from complex thinking, the approach of complex thinking to complex thinking, and the approach of complex thinking to public management.