Organisational Culture as a Function of Adaptability and Responsiveness in Public Service Agencies

Public service agencies are increasingly expected to adapt effectively and respond to dynamic and discontinuous changes in their external environments. Organisational culture is often presented as a strong determinant of both adaptation and responsiveness. In this paper, we provide a descriptive analysis of this claim. We base the paper on the view that agencies involved in managing the use of ecosystems have strong organisational cultures partly because of their origins, which are rooted in certain ethical and moral precepts. We suggest examining assumptions — the core of organisational culture — as a critical starting point in seeking adaptation, responsiveness and managing for change in such agencies. Explicit analysis of assumptions is critical for securing support for, and reducing prospects of resistance to change. The examination of assumptions also has an important role in harmonising the goals of society, science and government.