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The Role of the Public Manager in Inclusion: Creating Communities of Participation
Author(s) -
FELDMAN MARTHA S.,
KHADEMIAN ANNE M.
Publication year - 2007
Publication title -
governance
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.46
H-Index - 76
eISSN - 1468-0491
pISSN - 0952-1895
DOI - 10.1111/j.1468-0491.2007.00358.x
Subject(s) - inclusion (mineral) , perspective (graphical) , public relations , politics , work (physics) , public participation , sociology , political science , public administration , business , social science , engineering , mechanical engineering , artificial intelligence , computer science , law
In this article, we focus on the role of the public manager in bringing about inclusion. While inclusion often implies public participation, we have observed that one of the challenges for public managers practicing inclusive management is the necessity of combining information and perspectives of three domains: the political, the technical, and the local or experiential. Inclusion, from this perspective, involves the creation of communities of participation in which representatives of these three domains can use their knowledge to address public problems. We examine the ways in which managers do informational and relational work to enact such communities of participation.