Social affordances of agile governance
通过焦点小组研究公务员采用敏捷工作方式时感知的社会可供性，分析哪些条件促使他们接受或拒绝敏捷思维与实践。
Abstract Agile refers to a work management ideology with a set of productivity frameworks that support continuous and iterative progress on work tasks by reviewing one's hypotheses, working in a human‐centric way, and encouraging evidence‐based learning. In practice, public administrations have started to use agile principles and methods to plan projects, work in short sprints, iterate after receiving feedback from stakeholders, and apply a human‐centric approach to arrive at prototyped solutions. To understand the opportunities and challenges public servants perceive when they are asked to apply agile work practices, I conducted focus groups to study the social affordances of agile governance that need to be in place for public servants to adopt an agile mindset and its related practices. As a result of the exposure to agile work practices, public servants are either able to perceive its affordances and are willing to adopt agile, they falsely perceive them or they even remain hidden from them leading to a rejection of agile.