Net
wor
k
Week 1
Networks
Networks are a tool in policy
Lecture 1: introduction of the problems if they cannot be solved by
course; wicked problems, one actor alone.
networks, and interdependencies
Networks do have durability over
Wicked problems time as often they are not based on
one interaction but on a series of
Characteristics interactions over time.
- Various actors with Networks: various mutually
diverging/conflicting interests dependent actors involved in dealing
and perceptions. with wicked public problems and
- No way to check if the solutions complex public services.
worked
- Problems are connected to other Network governance: in the set of
problems, they cut across conscious steering attempts or
disjunctions and organizations strategies of actors within
- Untamable governance networks aimed at
- Solutions have unintended influencing interaction processes
positive and negative effects and/or the characteristics of these
networks.
Wicked problems are complex not
complicated (you can solve it with Governance networks: networks of
more information). enduring patterns of social relations
between actors involved in dealing
Ex. Environmental problems with a problem, policy, or public
- It is a multiple problem family: service
if all members of the family have - Because of the emergence of
issues you need a holistic these network the traditional
solution. methods often don’t work. This
leads to the shift from
You government to governance.
can’t
only Network management: Conscious
solve attempts at enhancing interaction
parts of between actors within a network
the issue aimed at joint solutions and services.
Complexity
Substantive complexity: actors
In summary with different perceptions of
They are problems that can’t problems, solutions, the status of
simply be solved. They involve a
network of actors with different
perceptions of problems and
solutions, whose ideas and
opinions cannot be ignored or
ignored. So, dealing with wicked
, information and scientific happening by withdrawing resources
knowledge. or investing resources to prevent it.
Strategic complexity: many
interacting actors with conflicting
Lecture 2: networks and
interests and strategies.
governance
Institutional complexity: actors
The traditional model of public
from diverging institutional
administration
backgrounds, and the presence of a
myriad of rules, protocols, norms, Characteristics
etc.
- Hierarchical steering >
Interdependencies centralized decision making
- Rational decision making
Interdependencies exist because
(intellectual design)
resources that are required for
- Command and control
dealing with wicked problems are
- Specialization
distributed across actors.
- Expert input
Within a network relatively high - Principles of equality, legitimacy
interdependencies exist. and legality
Interdependencies cause strategic
Policy making is seen as a linear
complexity due to the unpredictably
process within the traditional model
in interaction. This is caused by the
(clearly delineated stages).
fact that the different actors involved
have different perceptions of
problems, strategies, and solutions.
- Agenda setting
- Goal formulation
Critical actors - Generation of alternatives
- Decision-making
Replaceab Replacabi - Implementation
ility high: lity low
- Evaluation
more
actors can
provide it.
Importanc Moderate High
e high dependenc dependen
y cy
Importanc Low Moderate
e low dependenc dependenc
y y
Critical actors are the actors with
important resources that are hard to
replace.
Realization power: the power to
make things happen by investing
resources.
Blocking power/ veto power: the
power to prevent things from
, administration. It was too costly and
had to big of a government.
Characteristics
- Running the government as a
business, so you set goals and
then outsource the
implementation.
- You are steering as government
and not rowing.
- Market mechanisms,
privatization, competition and
contracts are key
Vs reality - Performance steering: you
don’t tell an agent exactly what to
do but you set performance
targets.
There is a principal- agent
relationship
The problems from network
governance perspective
The problems from network
governance perspective - There is a pressure to specify the
desired outcomes in advance.
- Governments themselves have
- There is a rigidity in contracts
limited resources and as such
even if there are changing
they need resources from other
circumstances.
actors. Within this model
- Information asymmetry leads to a
governments would decide
control reflex and thus low thrust.
everything.
- This model assumes uniformity
which is difficult with so many
people with different opinions. Network governance
- Imposing decisions evokes
Characteristics
resistance as you exclude actors
from the decision-making - Multi actor settings: networks
process. - Partnership, collaboration, and
- It has high implementation and trust
monitoring costs. - Wicked problems requiring
intensive collaboration. However,
New Public management
this is hard, so facilitation is
This was a response to the issues of needed.
the traditional model of public
wor
k
Week 1
Networks
Networks are a tool in policy
Lecture 1: introduction of the problems if they cannot be solved by
course; wicked problems, one actor alone.
networks, and interdependencies
Networks do have durability over
Wicked problems time as often they are not based on
one interaction but on a series of
Characteristics interactions over time.
- Various actors with Networks: various mutually
diverging/conflicting interests dependent actors involved in dealing
and perceptions. with wicked public problems and
- No way to check if the solutions complex public services.
worked
- Problems are connected to other Network governance: in the set of
problems, they cut across conscious steering attempts or
disjunctions and organizations strategies of actors within
- Untamable governance networks aimed at
- Solutions have unintended influencing interaction processes
positive and negative effects and/or the characteristics of these
networks.
Wicked problems are complex not
complicated (you can solve it with Governance networks: networks of
more information). enduring patterns of social relations
between actors involved in dealing
Ex. Environmental problems with a problem, policy, or public
- It is a multiple problem family: service
if all members of the family have - Because of the emergence of
issues you need a holistic these network the traditional
solution. methods often don’t work. This
leads to the shift from
You government to governance.
can’t
only Network management: Conscious
solve attempts at enhancing interaction
parts of between actors within a network
the issue aimed at joint solutions and services.
Complexity
Substantive complexity: actors
In summary with different perceptions of
They are problems that can’t problems, solutions, the status of
simply be solved. They involve a
network of actors with different
perceptions of problems and
solutions, whose ideas and
opinions cannot be ignored or
ignored. So, dealing with wicked
, information and scientific happening by withdrawing resources
knowledge. or investing resources to prevent it.
Strategic complexity: many
interacting actors with conflicting
Lecture 2: networks and
interests and strategies.
governance
Institutional complexity: actors
The traditional model of public
from diverging institutional
administration
backgrounds, and the presence of a
myriad of rules, protocols, norms, Characteristics
etc.
- Hierarchical steering >
Interdependencies centralized decision making
- Rational decision making
Interdependencies exist because
(intellectual design)
resources that are required for
- Command and control
dealing with wicked problems are
- Specialization
distributed across actors.
- Expert input
Within a network relatively high - Principles of equality, legitimacy
interdependencies exist. and legality
Interdependencies cause strategic
Policy making is seen as a linear
complexity due to the unpredictably
process within the traditional model
in interaction. This is caused by the
(clearly delineated stages).
fact that the different actors involved
have different perceptions of
problems, strategies, and solutions.
- Agenda setting
- Goal formulation
Critical actors - Generation of alternatives
- Decision-making
Replaceab Replacabi - Implementation
ility high: lity low
- Evaluation
more
actors can
provide it.
Importanc Moderate High
e high dependenc dependen
y cy
Importanc Low Moderate
e low dependenc dependenc
y y
Critical actors are the actors with
important resources that are hard to
replace.
Realization power: the power to
make things happen by investing
resources.
Blocking power/ veto power: the
power to prevent things from
, administration. It was too costly and
had to big of a government.
Characteristics
- Running the government as a
business, so you set goals and
then outsource the
implementation.
- You are steering as government
and not rowing.
- Market mechanisms,
privatization, competition and
contracts are key
Vs reality - Performance steering: you
don’t tell an agent exactly what to
do but you set performance
targets.
There is a principal- agent
relationship
The problems from network
governance perspective
The problems from network
governance perspective - There is a pressure to specify the
desired outcomes in advance.
- Governments themselves have
- There is a rigidity in contracts
limited resources and as such
even if there are changing
they need resources from other
circumstances.
actors. Within this model
- Information asymmetry leads to a
governments would decide
control reflex and thus low thrust.
everything.
- This model assumes uniformity
which is difficult with so many
people with different opinions. Network governance
- Imposing decisions evokes
Characteristics
resistance as you exclude actors
from the decision-making - Multi actor settings: networks
process. - Partnership, collaboration, and
- It has high implementation and trust
monitoring costs. - Wicked problems requiring
intensive collaboration. However,
New Public management
this is hard, so facilitation is
This was a response to the issues of needed.
the traditional model of public
