Dr Rodney Scott

School of Business

LOCATION

Wellington, New Zealand

  • ABOUT
  • PUBLICATIONS

Associate Professor Rodney Scott is an adjunct faculty member of the UNSW Business School. His substantive role is as the Chief Policy Advisor for New Zealand’s State Services Commission, where he leads advice on the design and direction of New Zealand’s public services. He has previously worked at senior and executives levels; in management and advisory roles; in the public, private, and not-for-profit sectors; in Australia and New Zealand. Rodney holds an adjunct affiliation to the Australia and New Zealand School of Government where he is a member of the research committee, and is the Chair of the Victoria University of Wellington School of Government Trust.

Rodney was a 2018 Fellow In Practice at Oxford University’s Blavatnik School of Government, and a 2017 Innovations Fellow at Harvard University’s Kennedy School of Government. He has lectured in graduate programmes and executive training across four continents. Rodney completed PhD studies in system dynamics and public management at the University of Queensland, including the dissertation “Group model building and mental model change” which was awarded “best doctoral thesis” by the Australia and New Zealand Academy of Management. He is widely published in system dynamics, operations research, group decision, public policy, and public administration. His current research interests include interagency collaboration, governance, performance management, institutional memory, social identity, public service motivation, and public service ethics. Rodney particularly welcomes contact from Australian researchers looking to understand New Zealand public management in a comparative context.

Books

Scott R, 2018, Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer

Scott RJ; Boyd R, 2017, Interagency Performance Targets: A Case Study of New Zealand’s Results Programme, Business of Government, IBM, New York, http://www.businessofgovernment.org/sites/default/files/Interagency%20Performance%20Targets.pdf

Book Chapters

Scott R, 2018, 'Discussion', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 115 - 119

Scott R, 2018, 'Building Integrated Theory', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 99 - 113

Scott R, 2018, 'Comparing Participant Support for Different Explanatory Mechanisms', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 87 - 98

Scott R, 2018, 'Explanatory Mechanisms for Group Model Building', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 69 - 86

Scott R, 2018, 'Mental Model Alignment', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 55 - 68

Scott R, 2018, 'Communication Quality, Insight, Consensus and Commitment to Conclusions', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 45 - 54

Scott R, 2018, 'Outcomes of Group Model Building', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 29 - 44

Scott R, 2018, 'Basic Elements of Group Model Building', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 19 - 28

Scott R, 2018, 'Introduction', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 1 - 4

Scott R, 2018, 'Desired Outcomes of Group Model Building', in Group Model Building Using Systems Dynamics to Achieve Enduring Agreement, Springer, pp. 5 - 18

Scott R; Cavana RY; Cameron D, 2017, 'Interpersonal Success Factors for Strategy Implementation: A Case Study Using Group Model Building', in System Dynamics Soft and Hard Operational Research, Springer, pp. 133 - 162

Scott RJ; Boyd R, 2016, 'Results, Targets and Measures to Drive Collaboration: Lessons from the New Zealand Better Public Services reforms', in The Three Sector Solution Delivering public policy in collaboration with not-for-profits and business, ANU Press, pp. 235 - 257

Journal articles

Corbett J; Grube DC; Lovell H; Scott R, 2018, 'Singular memory or institutional memories? Toward a dynamic approach', Governance, vol. 31, pp. 555 - 573, http://dx.doi.org/10.1111/gove.12340

Scott R; Bardach E, 2018, 'A comparison of management adaptations for joined‐up government: Lessons from New Zealand', Australian Journal of Public Administration, http://dx.doi.org/10.1111/1467-8500.12348

Scott RJ, 2017, 'The PerformanceStat Potential: A Leadership Strategy for Producing Results Robert D.Behn (Brookings Institution Press, Washington DC, 2014, ISBN 978-0-8157-2527-5 (paperback), 413 pp.)', Australian Journal of Public Administration, vol. 76, pp. 268 - 270, http://dx.doi.org/10.1111/1467-8500.12226

Scott RJ, 2017, 'Explaining how group model building supports enduring agreement', Journal of Management and Organization, pp. 1 - 24, http://dx.doi.org/10.1017/jmo.2017.12

Scott RJ; Boyd R, 2017, 'Joined-Up for What? Response to Carey and Harris on Adaptive Collaboration', Australian Journal of Public Administration, vol. 76, pp. 138 - 144, http://dx.doi.org/10.1111/1467-8500.12233

Scott RJ; Cavana RY; Cameron D, 2016, 'Recent evidence on the effectiveness of group model building', European Journal of Operational Research, vol. 249, pp. 908 - 918, http://dx.doi.org/10.1016/j.ejor.2015.06.078

Scott RJ; Cavana RY; Cameron D, 2016, 'Client Perceptions of Reported Outcomes of Group Model Building in the New Zealand Public Sector', Group Decision and Negotiation, vol. 25, pp. 77 - 101, http://dx.doi.org/10.1007/s10726-015-9433-y

Scott RJ; Cavana RY; Cameron D, 2015, 'Interpersonal success factors for strategy implementation: a case study using group model building', Journal of the Operational Research Society, vol. 66, pp. 1023 - 1034, http://dx.doi.org/10.1057/jors.2014.70

Scott RJ; Cavana RY; Cameron D, 2014, 'Mechanisms for Understanding Mental Model Change in Group Model Building', Systems Research and Behavioral Science, vol. 33, pp. n/a - n/a, http://dx.doi.org/10.1002/sres.2303

Scott RJ, 2014, 'A Systems Perspective on the Natural Resources Framework: comment on Hearnshaw et al.', Policy Quarterly, vol. 10, pp. 59 - 62, http://igps.victoria.ac.nz/publications/files/3d69af7dcc4.pdf

Scott RJ; Cavana RY; Cameron D, 2013, 'Evaluating immediate and long-term impacts of qualitative group model building workshops on participants' mental models', System Dynamics Review, vol. 29, pp. 216 - 236, http://dx.doi.org/10.1002/sdr.1505

Conference Papers

Scott RJ; Boyd R, 2016, 'Collaborating for results in New Zealand: Evaluation using mixed methods and triangulation.', in Collaborating for results in New Zealand: Evaluation using mixed methods and triangulation., International Public Management Network, St Gallen Switzerland, presented at International Public Management Network, St Gallen Switzerland, 01 June 2016 - 03 June 2016

Scott RJ, 2016, 'Do capability reviews improve agency performance? A quantitative summative assessment of the New Zealand Performance Improvement Framework', in Public Management Research Conference, Public Management Research Conference, Aarhus, presented at Public Management Research Conference, Aarhus, 22 June 2016 - 24 June 2016

Scott RJ; Boyd R, 2015, 'The New Zealand Better Public Services Results: a comparative analysis linking inter-agency collaboration with outcome performance', in The New Zealand Better Public Services Results: a comparative analysis linking inter-agency collaboration with outcome performance, Australia and New Zealand Academy of Management, Queenstown, New Zealand, presented at Australia and New Zealand Academy of Management, Queenstown, New Zealand, 01 December 2015 - 04 December 2015, http://dx.doi.org/10.13140/RG.2.1.4884.8401

Vitalis H; Scott RJ, 2015, 'Joint ventures in the public sector: Translating lessons from the private sector to New Zealand government departments', in Joint ventures in the public sector: Translating lessons from the private sector to New Zealand government departments, Australia and New Zealand Academy of Management, Queenstown, New Zealand, presented at Australia and New Zealand Academy of Management, Queenstown, New Zealand, 01 December 2015 - 04 December 2015, http://dx.doi.org/10.13140/RG.2.1.3836.2645

Cavana RY; Smith T; Scott RJ; O'Connor S, 2014, 'Causal mapping of the New Zealand natural resources sector: a group model building approach.', in Causal mapping of the New Zealand natural resources sector: a group model building approach., International System Dynamics Society, Delft, Netherlands, presented at International System Dynamics Society, Delft, Netherlands, 16 July 2014 - 19 July 2014, http://www.systemdynamics.org/conferences/2014/proceed/papers/P1412.pdf

Scott RJ; Cavana RY; Cameron D, 2014, 'Group model building - do clients value reported outcomes?', in Group model building - do clients value reported outcomes?, International System Dynamics Society, Delft, Netherlands, presented at International System Dynamics Society, Delft, Netherlands, 16 July 2014 - 19 July 2014, http://www.systemdynamics.org/conferences/2014/proceed/papers/P1017.pdf

Scott RJ, 2013, 'Mechanisms for understanding mental model change in group model building', in 57th Annual Meeting of the International Society for the Systems Sciences, ISSS 2013: Curating the Conditions for a Thrivable Planet, pp. 301 - 319

Scott RJ, 2013, 'Evaluating long-term impact of qualitative system dynamics workshops on participant mental models', in Evaluating long-term impact of qualitative system dynamics workshops on participant mental models, International System Dynamics Society, Boston, USA, presented at International System Dynamics Society, Boston, USA, 17 July 2013 - 21 July 2013, http://www.systemdynamics.org/conferences/2013/proceed/papers/P1084.pdf

Scott RJ; Cavana RY; Cameron D; Maani KE, 2012, 'Evaluation of group model building in a strategy implementation context: a New Zealand government case study', in Evaluation of group model building in a strategy implementation context: a New Zealand government case study, International System Dynamics Conference., St Gallen, Switzerland, presented at International System Dynamics Conference., St Gallen, Switzerland, 17 July 2012 - 21 July 2012, http://www.systemdynamics.org/conferences/2012/proceed/papers/P1464.pdf

Scott RJ; Cavana RY; Cameron D, 2012, 'Improving consensus and commitment to strategy implementation: evaluating systems thinking workshops', in Improving consensus and commitment to strategy implementation: evaluating systems thinking workshops, Australia and New Zealand Academy of Management, Perth, Australia, presented at Australia and New Zealand Academy of Management, Perth, Australia, 01 December 2012 - 04 December 2012, http://www.anzam.org/wp-content/uploads/pdf-manager/289_ANZAM-2012-205.PDF

Scott RJ; Cavana RY; Cameron D, 2012, 'Evaluating the impact of systems thinking workshops on strategy implementation in a government department', in Evaluating the impact of systems thinking workshops on strategy implementation in a government department, Operational Research Society New Zealand, Wellington, New Zealand, pp. 337 - 337, presented at 46th ORSNZ Annual Conference, Wellington, New Zealand, 10 December 2012 - 11 December 2012

Conference Presentations

Scott RJ, 2016, 'Assessing the performance of agency chief executives', presented at Australian Political Science Association, Sydney, 26 September 2016 - 28 September 2016

Grube D; Scott RJ; Corbett J; Lovell H; Butler T, 2016, 'Institutional Memory and Collaborative Governance – Is it Possible to Have Both?', presented at Australian Political Science Association, Sydney, 26 September 2016 - 28 September 2016

Scott RJ; Boyd R, 2016, 'Case studies in collaborating for better public services', presented at Australia Political Science Association, Sydney, 26 September 2016 - 28 September 2016

Working Papers

Scott RJ, 2016, Collective impact in the Public Sector: the New Zealand Results approach, http://dx.doi.org10.13140/RG.2.1.2839.5929

Scott RJ, 2016, Case studies in collaborating for better public services, http://dx.doi.orghttp://10.0.51.84/RG.2.1.3232.8081

Scott RJ, 2016, The performance relationship between department chief executives and the State Services Commission in New Zealand., http://dx.doi.org10.13140/RG.2.1.4299.4162/1

Scott RJ, 2016, Theoretical foundations of department chief executive performance appraisals, http://dx.doi.org10.13140/RG.2.1.4702.1049

Jensen K; Scott RJ; Slocombe L; Boyd R; Cowey L, 2014, The management and organisational challenges of more joined-up government: New Zealand’s Better Public Services reforms, http://dx.doi.org10.13140/RG.2.1.3115.3680