Abstract

The focus of this article is the analyses of the organisational practices and processes in services dealing with the inclusion of migrants. Leaders, managers and social care professionals are increasingly aware of the complexity of the organizational processes, design, management and evaluation of service provisions. Managing in a complex and uncertain environment is not just a professional skill but a key organisational skill that helps reconciling standardization and flexibility, tradition and innovation, which seem to be unsolvable dichotomies and sources of resistance to change. The contemporary organisational theories provide us with a new conceptual framework, a new way of thinking and of seeing the organization and its processes. They suggest that organisational change is not a formula to be imposed, or a unique strategic vision, but the outcome of incremental learning aimed at overcoming the limits of the prescribed models. The quality of services cannot be sought in, and defended with, just rational paradigms and bureaucratic approaches: they are organisations in «flux and transformation» that need to learn skills and competences in order to contain and to work even in paradoxical situations.