This Element explores the role of public managers as designers. Drawing from systems-thinking and strategic management, a process-tracing methodology is used to examine three design processes whereby public managers develop strategies for adapting to climate change, build the requisite capabilities and evaluate outcomes. Across three cases, the findings highlight the role of managers as ''design- oriented'' integration agents and point to areas where additional inquiry is warranted. This title is also available as Open Access on Cambridge Core.

This Element explores the role of public managers as designers. Drawing from systems-thinking and strategic management, a process-tracing methodology is used to examine three design processes whereby public managers develop strategies for adapting to climate change, build the requisite capabilities and evaluate outcomes. Across three cases, the findings highlight the role of managers as ''design- oriented'' integration agents and point to areas where additional inquiry is warranted. This title is also available as Open Access on Cambridge Core.

This Element explores the role of public managers as designers. Drawing from systems-thinking and strategic management, a process-tracing methodology is used to examine three design processes whereby public managers develop strategies for adapting to climate change, build the requisite capabilities and evaluate outcomes. Across three cases, the findings highlight the role of managers as ''design- oriented'' integration agents and point to areas where additional inquiry is warranted. This title is also available as Open Access on Cambridge Core.