The organizational history of American government during the past 100 years has been written principally in terms of the creation of larger and larger public organizations. Beginning with the Progressive movement, no matter the goal, the reflexive response has been to consolidate and centralize into formal hierarchies. That efficiency, effectiveness, and accountability, and the coordination necessary to achieve them, are promoted by such reorganizations has become widely accepted. Borrowing from social psychology, sociology, political science, and public administration, and using the public transit system of the San Francisco Bay area for illustrative purposes, Donald Chisholm directly challenges this received wisdom. He argues that, contrary to contemporary canons of public administration, we should actively resist the temptation to consolidate and centralize our public organizations. Rather, we should carefully match organizational design with observed types and levels of interdependence, since organizational systems that on the surface appear to be tightly linked webs of interdependence on closer examination often prove decomposable into relatively simpler subsystems that may be coordinated through decentralized, informal organizational arrangements. Chisholm finds that informal channels between actors at different organizations prove remarkably effective and durable as instruments of coordination. Developed and maintained as needed rather than according to a single preconceived design, informal channels, along with informal conventions and contracts, tend to match interorganization interdependence closely and to facilitate coordination. Relying on such measures reduces the cognitive demands and obviates the necessity for broadscale political agreement typical of coordination by centralized, formal organizations. They also advance other important values that are frequently absent in formally consolidated organizations, such as reliability, flexibility, and the representation of varied interests. Coordination Without Hierarchy is an incisive, penetrating work whose conclusions apply to a wide range of public organizations at all levels of government. It will be of interest to a broad array of social scientists and policymakers. In an earlier version, Coordination Without Hierarchy received the American Political Science Association 1985 Leonard D. White Award for the best doctoral dissertation in the field of public administration, including broadly related problems of policy formation and administrative theory.

The organizational history of American government during the past 100 years has been written principally in terms of the creation of larger and larger public organizations. Beginning with the Progressive movement, no matter the goal, the reflexive response has been to consolidate and centralize into formal hierarchies. That efficiency, effectiveness, and accountability, and the coordination necessary to achieve them, are promoted by such reorganizations has become widely accepted.Borrowing from social psychology, sociology, political science, and public administration, and using the public transit system of the San Francisco Bay area for illustrative purposes, Donald Chisholm directly challenges this received wisdom. He argues that, contrary to contemporary canons of public administration, we should actively resist the temptation to consolidate and centralize our public organizations. Rather, we should carefully match organizational design with observed types and levels of interdependence, since organizational systems that on the surface appear to be tightly linked webs of interdependence on closer examination often prove decomposable into relatively simpler subsystems that may be coordinated through decentralized, informal organizational arrangements.Chisholm finds that informal channels between actors at different organizations prove remarkably effective and durable as instruments of coordination. Developed and maintained as needed rather than according to a single preconceived design, informal channels, along with informal conventions and contracts, tend to match interorganization interdependence closely and to facilitate coordination. Relying on such measures reduces the cognitive demands and obviates the necessity for broadscale political agreement typical of coordination by centralized, formal organizations. They also advance other important values that are frequently absent in formally consolidated organizations, such as reliability, flexibility, and the representation of varied interests.Coordination Without Hierarchy is an incisive, penetrating work whose conclusions apply to a wide range of public organizations at all levels of government. It will be of interest to a broad array of social scientists and policymakers.In an earlier version, Coordination Without Hierarchy received the American Political Science Association 1985 Leonard D. White Award for the best doctoral dissertation in the field of public administration, including broadly related problems of policy formation and administrative theory.

Decisions Without Hierarchy is based on a two-year examination of three feminist organizations: a peace group, health collective, and business women's group. From these case studies, Iannello constructs a model of organizations that, while structured, is nevertheless non-hierarchical. She terms this organization from the "modified consensus model." Her case studies show that modified consensus does not give way to pressures toward formal hierarchy and that, therefore, the model merits the attention of feminists and organization theorists alike.

Unpacking the major debates, this Oxford Handbook brings together leading authors of the field to provide a state-of-the-art guide to governance in areas of limited statehood where state authorities lack the capacity to implement and enforce central decision and/or to uphold the monopoly over the means of violence. While areas of limited statehood can be found everywhere - not just in the global South -, they are neither ungoverned nor ungovernable. Rather, a variety of actors maintain public order and safety, as well as provide public goods and services. While external state 'governors' and their interventions in the global South have received special scholarly attention, various non-state actors - from NGOs to business to violent armed groups - have emerged that also engage in governance. This evidence holds for diverse policy fields and historical cases. The Handbook gives a comprehensive picture of the varieties of governance in areas of limited statehood from interdisciplinary perspectives including political science, geography, history, law, and economics. 29 chapters review the academic scholarship and explore the conditions of effective and legitimate governance in areas of limited statehood, as well as its implications for world politics in the twenty-first century. The authors examine theoretical and methodological approaches as well as historical and spatial dimensions of areas of limited statehood, and deal with the various governors as well as their modes of governance. They cover a variety of issue areas and explore the implications for the international legal order, for normative theory, and for policies toward areas of limited statehood.

Integrating the current research in law, economics, sociology, game theory and anthropology, this text demonstrates that people largely govern themselves by means of informal rules - social norms - without the need for a state or other central co-ordinator to lay down the law.

This book provides a conceptual and methodological approach for researchers evaluating governance and policy in the face of complexity, and demonstrates the application of this approach across different governance and policy contexts. It fills a significant gap in the literature on governance, and proposes a theoretical focus on coordination to enable the assessment of multi-tier, cross-sector governance institutions and policy. It also introduces a range of applications for the proposed approach, including two case studies of governance and policy for the built environment and health services. The book introduces, analyses and draws from a range of perspectives in political economy, political science, policy analysis and evaluation. It also engages with longstanding debates in political economy about states and markets, which are largely overlooked by political science analyses of coordination challenges in governance. The book will appeal to scholars and students of governance, public policy and political science.

Recognizing that complexity calls for innovative, conceptual, and methodological solutions, this unique book offers practical guidance to policymakers, managers, and evaluation practitioners on how to design and implement complexity-responsive evaluations that can be undertaken in the real world of time, budget, data, and political constraints. Introductory chapters present comprehensive, non-technical overviews of the most common evaluation tools and methodologies, and additional content addresses more cutting-edge material. The book also includes six case study chapters to illustrate examples of various evaluation contexts from around the world.

Most artificial intelligence research investigates intelligent behavior for a single agent--solving problems heuristically, understanding natural language, and so on. Distributed Artificial Intelligence (DAI) is concerned with coordinated intelligent behavior: intelligent agents coordinating their knowledge, skills, and plans to act or solve problems, working toward a single goal, or toward separate, individual goals that interact. DAI provides intellectual insights about organization, interaction, and problem solving among intelligent agents. This comprehensive collection of articles shows the breadth and depth of DAI research. The selected information is relevant to emerging DAI technologies as well as to practical problems in artificial intelligence, distributed computing systems, and human-computer interaction. "Readings in Distributed Artificial Intelligence" proposes a framework for understanding the problems and possibilities of DAI. It divides the study into three realms: the natural systems approach (emulating strategies and representations people use to coordinate their activities), the engineering/science perspective (building automated, coordinated problem solvers for specific applications), and a third, hybrid approach that is useful in analyzing and developing mixed collections of machines and human agents working together. The editors introduce the volume with an important survey of the motivations, research, and results of work in DAI. This historical and conceptual overview combines with chapter introductions to guide the reader through this fascinating field. A unique and extensive bibliography is also provided.

Collaborating to Manage captures the basic ideas and approaches to public management in an era where government must partner with external organizations as well as other agencies to work together to solve difficult public problems. In this primer, Robert Agranoff examines current and emergent approaches and techniques in intergovernmental grants and regulation management, purchase-of-service contracting, networking, public/nonprofit partnerships and other lateral arrangements in the context of the changing public agency. As he steers the reader through various ways of coping with such organizational richness, Agranoff offers a deeper look at public management in an era of shared public program responsibility within governance. Geared toward professionals working with the new bureaucracy and for students who will pursue careers in the public or non-profit sectors, Collaborating to Manage is a student-friendly book that contains many examples of real-world practices, lessons from successful cases, and summaries of key principles for collaborative public management.

How to Do Public Policy offers a guide to students and practitioners on how to improve problem-solving with policies in a political world. It integrates insights from applied policy analysis and studies of the policy process to develop a framework that conceives policy-making as structured by two spheres of action - the 'engine room' of specialists and experts in government agencies, NGOs, research organizations etc., on the one hand, and the political 'superstructure' of politicians, key public stakeholders and the public, on the other hand. Understanding the different logics of the engine room and the superstructure is key for successful policy-making. The dual structure of policy-making provides a perspective on policy-analysis (interactive policy analysis) and policy-making (actor-centred policy-making) that moves from the focus on individual and specific measures, towards understanding and shaping the relation and interaction between policy interventions, the institutional context and the stakeholders involved or affected. Part I of the book presents the basic analytical concepts needed to understand the policy process and the structures and dynamics involved in it, as well as to understand how and why actors behave the way they do-and how to engage with different types of actors. Part II moves further into the nuts and bolts of policy-making, including policy design, implementation, and evaluation. Part III introduces and explores three key aspects of the capacity to make good policies: engagement with stakeholders, the process of policy coordination in a context of interdependence, and the role of institutions.