Towards “cognitively complex” problem‐solving: Six models of public service reform

This article proposes “cognitively complex problem‐solving” as a refinement of the recent problem‐solving approach to public service reform, and as an addition to existing political and institutional explanations for the frequent failure of reform. It substantiates the new problem‐solving model by identifying and selectively reviewing six models of reform that have been practised in developing countries over the past half‐century: public administration, decentralization, pay and employment reform, New Public Management, integrity and corruption reforms and “bottom‐up” reforms. A short case study of Myanmar is presented to illustrate the problem‐solving approach in practice.