Complexity and Management of Improvement Programmes

<title>Abstract</title> This contribution aims to understand how governance processes evolve and why the destination often deviates from initial expectations. In contrast to the common idea that deviations are caused by a lack of quality of the initial decisions we will argue that deviations are generated by the interaction in the throughput process between three loosely coupled action systems: (1) initiating system, (2) surrounding systems and (3) contexts or landscapes. All three develop ambitions and behaviours, which tend to interfere with each other. The case study provides evidence for the assumption that dramatic changes in context and initiating and surrounding systems happen. Processes evolve in a changing landscape. Implementation enrols as combinations of guidance by initial decisions and self-organizing action systems involved. Finally the proposition is made that processes benefits from management that combines the ability to adapt to change with the willingness to keep on course.