Myrna Mandell

Getting The Right Mix: Unpacking Integration Meanings and Strategies

ABSTRACT Integration has emerged as having an increasingly significant role in public policy discourse and practice in many jurisdictions across the globe. In providing a different framework for establishing relationships between service providers and citizens and government, horizontal integration arrangements offer the prospect of delivering new ways of working and providing solutions to seemingly insolvable social problems. Ways of achieving horizontal integration have been variously described by linkage terms such as cooperation, coordination, and collaboration. These terms have been typically used interchangeably to describe the coming together of individuals to work in concerted effort to achieve common goals.We argue that each of these terms, expressed as the “3Cs,” are different and consequently achieve different objectives. This paper explores the use of the “3Cs” and examines the differences highlighted by practitioners in the human services arena to extend the understanding of constructs relating to integration mechanisms. It is contended that in focusing on the experiences of integration and unpacking the use and expectations of the related “3Cs,” public administrators and practitioners will gain an enhanced understanding of each of the processes of integration as a coherent framework. As a consequence, there will be improved ability to match appropriate integration mechanisms with contexts and strategies.

Evaluating the effectiveness of interorganizational relations through networks: developing a framework for revised performance measures

Abstract Although networks are a growing phenomenon there is no definitive way to determine if they are a more effective means of policy development and service delivery. The difficulty is that networks have been assessed based on traditional measures while ignoring the importance of process variables and their impact on outcomes in networks. Furthermore, networks can be complex arrangements, operating within and across layers of interaction with diverse member expectations and goals. Therefore, in addition to using traditional performance measures to determine some aspects of the effectiveness of networks, this article proposes that different types of evaluation processes are needed to incorporate the complex and unique characteristics of networks. A combined framework that incorporates multiple perspectives in effectiveness that is based on the different types, levels of analysis and stages of development of networks is therefore presented.

Intergovernmental management in interorganizational networks: a revised perspective

The concept of intergovernmental management is distinguished from the concept of intergovernmental relations by three characteristics: (1) a problem solving focus; (2) strategic and coping behavior; and (3) communication networks. These characteristics of intergovernmental management are important because they allow us to do more than describe the relationships that occur within the intergovernmental system. Instead they provide a framework for dealing with the problems of managing within the intergovernmental system. A recent stream of literature focuses on relations in the intergovernmental system as occurring in interorganizational networks. Rather than managing based on the perspective of an independent organizational entity, management is based on the perspective of a system of interdependent organiza tional entities. Separate and distinct actions of individual managers, in and of themselves, are no longer sufficient in this setting. Instead individual and network actions must be meshed in order to a...

Managing Interdependencies through Program Structures: A Revised Paradigm

Many studies deal with the implementation of public programs through networks. In this paper I view networks as formal, organized efforts, rather than as informal relations and/or linkages among organizations. I refer to these organized efforts as program structures. Although we know networks exist, the questions we ask about them are asked as if they do not exist as a separate structural arrangement. The purpose of introducing the concept of program structure is not to describe what we know exists, but rather to present a paradigm that will enable us to ask the right questions about what exists. Asking the right questions makes a difference in how we organize for action and subsequently how we make choices in managing public programs. To indicate that interorganizational programs are implemented through a distinctly different structural arrangement therefore implies not only a distinct way of organizing activities but also that management of these programs will be distinctly different. Several examples of program structures, based on empirical research, illustrate the importance of this paradigm.

Application of Network Analysis to the Implementation of a Complex Project

Network analysis is applied to implementation problems in a case study of the Century Freeway Project in Los Angeles. The analysis shows the impact that network ties have on the ability of managers to implement a complex public project. The concept of “multilateral brokerage role”, is introduced to explain how managers in this setting are able to adapt.

A new look at leadership in collaborative networks : process catalysts

It is now argued that the network approach with its horizontal orientation operates differently to conventional management, which is internally focused and directed at arranging an organisation’s resources with the aim of achieving goals in an efficient manner. To manage is to bring about and/or accomplish goals. In contrast, to lead is to influence, guide, build commitment, and convince others of a vision. The tasks of management and leadership overlap. However, whereas leadership is identified as an important aspect of conventional management, within collaborative network management, leadership becomes a much more critical and interlinked component. There are a variety of leadership theories identified in conventional management, including transformational and charismatic leaders and distributive leadership. Although these theories apply to some types of networks, they do not apply completely to collaborative networks. Collaborative networks, with its unique characteristics require fresh leadership skills. Drawing on two collaborative network case studies this paper examines the impact of these unique characteristics on the concept of leadership. The critical characteristics of these types of networks are the interdependence of the participants, the emphasis on process rather than only on achieving tasks and the need for systems change. Based on these characteristics a new concept of leadership called “process catalysts”, is presented.

A revised look at management in network structures

Many complicated community problems (i.e., health, economic development, crime, etc.) require organized collaborative efforts. Many of these organized efforts result in a unique structural arrangement called a network structure. In network structures people must actively work together to accomplish what is recognized as a problem or issue of mutual concern. A network structure does not just involve the ability to co-ordinate individual efforts, but rather the ability to manage interdependencies. There are a number of unique management problems which are the result of both structural characteristics as well as the processes involved in operating in a network structure. Applying management theories that may apply to individual organizations may do more harm than good in these settings. Instead, managers will need to develop new ways to build and maintain a network structure. These include: Influencing/Building Legitimacy; Maintaining Legitimacy/Building Consensus and Building Management Skills.

Collaborative networks and the need for a new management language

ABSTRACT Language is a key element for the formation of social identity and cohesion and is important for setting the tone for the way that people behave with and to each other. The aim of this paper is to highlight the need for a distinct language that better describes and shapes the thinking and practice of collaborative networks and collaboration generally. We argue that development of a specialized language for collaborative networks is necessary to better reflect their distinctive characteristics and operating logic, including higher levels of cohesion, communication and collective action. Using two collaborative case examples we specifically focus on how this new language engenders changed, more collaborative practice and relates to the unique way management and leadership are practiced in collaborative networks.

Network Performance: A Complex Interplay Of Form And Action

Networks form a key part of the institutional infrastructure of contemporary society and are likely to continue in this role for some time. Drawing on a set of cross-jurisdictional network case studies (Australia and the United States), this paper examines the influence of the type of network formed and the impact of network actors on the operational dynamics and performance of the network. The paper argues that the interplay of these factors will determine the degree to which a network will or will not be successful. The findings extend current network typologies by specifying a network identification level and highlight the intermediary role of agency in network performance. The paper concludes with the view that there is a continued need for holistic research approaches that uncover the often hidden interconnections between components and highlight the emergent phenomena that can arise from these intersections.

Introduction to special symposium on measuring effectiveness of collaborative networks

Abstract Conferences provide a forum for people from diverse interest areas to come together, share information and engage in some networking activities. The conventional panel format, which relies on speakers delivering set papers, is coupled with a structured question and discussion time. While beneficial in presenting new and exciting information and research directions, this approach restricts the level of engagement with the topic and limits the synergistic outcomes that can be drawn from more detailed, interactive and iterative discussions/debate. The interactive panel upon which this symposium is based was created as a way to overcome these limitations.Conferences provide a forum for people from diverse interest areas to come together, share information and engage in some networking activities. The conventional panel format, which relies on speakers delivering set papers, is coupled with a structured question and discussion time. While beneficial in presenting new and exciting information and research directions, this approach restricts the level of engagement with the topic and limits the synergistic outcomes that can be drawn from more detailed, interactive and iterative discussions/debate. The interactive panel upon which this symposium is based was created as a way to overcome these limitations.