Cultural humility in agile work practices
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Mergel, I. (2026). Cultural humility in agile work practices. Public Management Review, 1–31. https://doi.org/10.1080/14719037.2026.2676775
© 2026 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. The terms on which this article has been published allow the posting of the Accepted Manuscript in a repository by the author(s) or with their consent.
Pysyvä osoite
Kuvaus
Cultural humility shows when we stay open to learning and adapt to unfamiliar administrative environments. Humble people reflect on themselves accurately and value unfamiliar bureaucratic cultures. I demonstrate how being inclined to this way influences how innovation fellows align or clash as they introduce agile work practices in government settings. Drawing on qualitative interviews with innovation fellows and their government partners, I identify two dimensions of cultural humility: First, when people continue to stereotype bureaucrats, they create tension in their interactions with public servants. Second, when they reflect on their role, recognize inter-sectoral differences, understand workarounds, and engage deeply with the public-sector context, they can support effective agile learning. I present a cultural humility framework for researchers to test and validate. It can also guide practitioners successfully onboard consultants, improve how they interact with other external service providers, and support public bureaucracies in organizational change efforts.
Emojulkaisu
ISBN
ISSN
1471-9045
1471-9037
1471-9037
Aihealue
Kausijulkaisu
Public management review
OKM-julkaisutyyppi
A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä (vertaisarvioitu)