Capacity for Complexity : Evolving connective capacities of program management in complex governance processes
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(3) . CAPACITYFORCOMPLEXITY. . .
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(7) . CAPACITYFORCOMPLEXITY . . CAPACITEITVOORCOMPLEXITEIT . . Thesis ǤǤǤǤǤǤ ͵ͲʹͲͳͺͳ͵ǣ͵Ͳ MarienJanBuijs . .
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(96) TABLEOFCONTENTS 1Introduction:ConnectiveCapacitiesofProgramManagementinanEraof Complexity 1.1. Introduction. 1.2. Researchquestions. 14. 1.3. Explainingthestructure. 15. 1.4. Background:Definingprogrammanagementinaneraofcomplexity. 18. 1.5. Researchapproach. 27. 1.6. Guidetothereader. 33. References. 1. 35. 2 ConsolidatingGovernanceCapacityinComplexNetworks:Changing Perceptions,RelationsandInstitutionsinDifferentContexts. . 2.1. Introduction. 45. 2.2. Learningfromchange. 47. 2.3. Changeandconsolidationindifferentcontexts. 49. 2.4. TheScheldtcase. 51. 2.5. IndicationsofknowledgeconsolidationintheScheldtcase. 53. 2.6. PolicywithCitizens. 55. 2.7. IndicationsforknowledgeconsolidationinPolicywithCitizens. 58. 2.8. Casecomparison. 60. 2.9. Conclusions. 62. References. 64. 3 ConnectiveCapacityofProgramManagement:RespondingtoFragmented ProjectManagement. . 3.1. Introduction. 67. 3.2. Programmaticapproachesinpublicmanagement. 68. 3.3. Researchmethodology. 74. 3.4. Casedescription:policywithcitizensprogram. 75. 3.5. Caseanalysis:acloserlookatconnectionsontwolevels. 80. 3.6. Conclusionsanddiscussion. 82. References. 87.
(97) . 4 ProgramManagementandtheCreativeArtofCoopetition:Dealingwith PotentialTensionsandSynergiesbetweenSpatialDevelopmentProjects. . 4.1. Introduction. 93. 4.2. Methodology. 95. 4.3. Theoryandpracticeofprojectmanagement. 96. 4.4. Shortcomingsofprojectmanagement. 97. 4.5. Programmanagementanditspotential. 98. 4.6. Questionsonprogrammanagement. 4.7. ProjectandprogrammanagementinAmsterdamMetropolitanRegion. 102. 4.8. Conclusionsandreflections. 109. References 5MetropolitanRegionsasSelfǦOrganizingSystems. 101. 111. . 5.1. Introduction. 117. 5.2. AtheoryonconservativeanddissipativeselfǦorganization. 118. 5.3. ThecaseofthemetropolitanRandstadHollandregion. 122. 5.4. Discussinggoverningstructurerevision. 125. 5.5. Integraldevelopmentofprojects. 126. 5.6. Coordinationattemptsat‘wing’level. 128. 5.7. ConclusionsaboutselfǦorganizinggovernments. 131. References. 135. 6 UnderstandingConnectiveCapacityofProgramManagementfromaSelfǦ OrganizationPerspective. . 6.1. Introduction. 139. 6.2. Emergenceofprogrammanagement. 139. 6.3. Achallengeofconnectivecapacity. 142. 6.4. SelfǦorganizationperspectiveonconnectivecapacity. 145. 6.5. Conclusions:conservativeanddissipativepatternsinconnectivecapacityof. . programmanagement. References . 148 150.
(98) . 7CopingwithComplexityviaConnectiveCapacity:ATwoCaseEncounter. . 7.1. Introduction. 155. 7.2. Programmanagementincomplexgovernanceprocesses. 155. 7.3. Evolvingconnectivecapacitiesofprogrammanagement. 161. 7.4. Acomplexityviewonevolvingconnectivecapacitiesofprogrammanagement181. 7.5. AppearancesofCoevolution. 181. 7.6. PatternsofselfǦorganization. 189. References 8ConclusionandDiscussion. 199. . 8.1 Introducingtheconclusions 8.2 Answeringthemainquestion 8.3 Discussionandrecommendations References. 203 203 212 231. Summary Samenvatting PortfolioPhD Abouttheauthor . 238 250 263 266. .
(99) . CHAPTER1 INTRODUCTION: CONNECTIVECAPACITIES OFPROGRAMMANAGEMENT INANERAOFCOMPLEXITY.
(100) Chapter1. . ͳ. 1.1 INTRODUCTION 1.1.1 Riseofprogrammaticapproachesinpublicmanagement Ǥ ǡ ǡ ǯ ǡ Ǥ ǡ ǡ ȋǡ ǡƬǡʹͲͳʹȌǤ Ǥ ǡ ǤǤ ǡ Ǥ
(101) ȋ ǡ ʹͲͳͶȌǤ ǡ Ǥ ǡ Ǥ ȋǡʹͲͲͺǢǤǡʹͲͳʹǢ ǡʹͲͳͶǢ Ǥǡ ʹͲͳͶȌǤ ǡ ǡ ȋǡǡƬǡʹͲͲͻǢƬòǡʹͲͳͳǢǤǡʹͲͳͶȌǤ ǡ ǡ ȋͶȌǤ “In the implementation agenda of the National Spatial Strategy the programmatic approach is introduced as a selection of issues that contribute to a substantial reinforcementanddevelopmentofthenationalspatialstructure.Theseissuescannotbe realizedtimelywithoutadirectinvolvementofcentralgovernment.Inaprogram,central governmentwillconsiderissues,projectsandinstrumentsintheirmutualcoherence.(...) Hence,intheprogramsaselectionofprojectsareadoptedwithasaimtoimplementthem inmutualcoherence.”ȋǡʹͲͲǣͳͷȌǤ ǡ .
(102) ʹ. . . Ǥ ǡ Ǥǡ ƬȋʹͲͳͲȌ ȋʹͲͳͶǣʹ͵ͻȌǤ Ǥ ǡ ǡ Ǥ ǡ Ǥ ȋ ͵Ȍǡ Ǥ 1.1.2 Responsetofragmentation
(103) ǡ Ǥ ǡ ǡ Ȃ Ǥ ǡ ǡ Ǥ ǡ ȋƬǡʹͲͳͳȌǤ ǡǡ ǯǤ ǡǤǤ ǡ Ǥ ǣ ȋͳȌ Ǣ ȋʹȌ Ǣȋ͵Ȍ Ǥ Ǥ Ǥǡ ǡ Ǥ ȋƬǡʹͲͳͳȌǤ.
(104) Chapter1. . ͵. ͵ǡ Ǥ ǡ ǡ ǡ ǦǤ “The first solution to fragmentation as a problem has already been applied countlesstimes:integrationbywayofreorganizationintoasinglelevelofgovernment withaclearlineofdemand”ȋƬǡʹͲͳͳȌǤ ȋƬǡͳͻͻͻȌ ȋǡ ʹͲͲ͵ǢƬǡʹͲͳͳȌǤ ǡ ǡ Ǥ
(105) ǡ ȋǡͳͻͺ͵ǣͷͺǦͳȌǤ ǡ ǡ Ǥ
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(112) ǡ Ǥǡ ǤDz ǡǮ ǯ Ǥdz ȋ Ƭ ǡ ʹͲͳͳȌǤ ǡ ǡ Ǥ . .
(113) Ͷ. . . ȋ Ƭ ǡ ͳͻ͵Ǣ . ǡͳͻǢǡͳͻͻͶǢ͵ȌǤ ǡ ȋ Ƭ ǡ ʹͲͳͳȌǤ ȋʹͲͳͳȌ ǣȋͳȌ ȋǡͳͻͻǢǡͳͻͺ͵ȌǢȋʹȌ ǡ ǡ ȋǡʹͲͲͲȌǢȋ͵Ȍ ȋǡʹͲͲͷȌǤ ǡ Ǥ ǡ Ǧ Ǯ ǯǤ Ǧ Ǯǯǡ ǡ ǡ Ǥ Ǯ ǯȋǡǡǦǡƬ ǡʹͲͲȌǤ ͳͻͷͲǡ Ǧ Ǧ ȋǡ ͳͻͻǢ Ƭ ǡ ͳͻͻͻǢ ͵ȌǤ ȋǡͳͻͻȌǤ
(114) ǡ ȋȌ ȋǡǡ ǡƬǡʹͲͲ͵ǢƬ ǡʹͲͲͶǢ ͵ȌǤ Ǥ ǡ Ǧ ǡ ǡ ȋ ǤǤ ǤʹͲͲ͵ǢƬǡʹͲͲͶǢƬ ʹͲͲͶǢǡ ǡ Ƭ ǡ ʹͲͲǢ Ƭ ǡ ʹͲͳͳȌǤ ȋ Ȍ ǡ ǡ ǡ Ǥ
(115) ǡ Ǥ Ǥ.
(116) Chapter1. . ͷ.
(117) ȋ Ȍǡ Ǧ ǦǦ ǦǦ ȋǡ ʹͲͲ͵Ǣ Ƭ §ǡ ʹͲͲǢ ͵ȌǤ ȋǡ ʹͲͲ͵Ǣ ǡ ʹͲͲͶǢ Ƭ §ǡ ʹͲͲȌ Ǧ ȋ ǡ ʹͲͲͷǢ ǡ ʹͲͲͷǢƬ ǡʹͲͲͻȌǤǤǤ ǡ ǡ ȋǡʹͲͲ͵ǢƬ§ʹͲͲȌǤ ǦǦ ǦǦ Ǧ Ǥ Ǧ Ǯ ǯǡ ȋƬǡʹͲͳͳȌǤ Ǥ. ǡ ǡ ǡ Ǥ Ǥ ǡ Ǧǡ ǡ ǡ Ǥ“Networkmanagementfocusesonstrategicattempts tomanageinteractionsbetweenactorsandongoingprocessesinnetworks.Itisconcerned withtheinteractionbetweenactorsandlessongoalreachingofanyoftheparticipants ȋ Ƭ ǡ ʹͲͲȌ. Network management aims to initiate, guide and facilitate interaction processes between actors (Friend et al., 1974), to create and change arrangements with the aim of achieving better coordination (Scharpf, 1978; Rogers & Whetten,1982;Mandell,1990;Kickertetal.,1997)”ȋƬǡʹͲͳͳǣͳȌǤ ǡ ǡǡ ǡ ȋÞƬǡʹͲͲǢƬǡʹͲͳͳȌǤ Ǯ ǯ ǡ ǮǯǮǯǤ ȋǡ ǡ Ƭ ǡʹͲͲͻȌǤ
(118) ǡ ͷǤ ǡ Ǥ. .
(119) . . . ǡ Ǥ ǡ Ǥ Ǥ ǡ Ǥ Ǥ ȋ̵ Ǥǡ ǡƬ ǡͳͻͻȌǤ Ǥ ȋ̵ ǤǤǡͳͻͻǢ Ƭ̵ ǡʹͲͲͲȌǤ ͳǤͳǤǡ Ǥ ȋʹͲͳͳȌǡ Ǥ
(120) Ͷ ǣ ǡ Ǥ Ǥ Ǥ Ǥ Ǥ ȋǡͳͻͻǢǤǡʹͲͲȌ ǡ ǡ ȋǡ ͳͻͻǢ Ǥǡ ʹͲͲ͵Ǣ ǡ ǡ Ƭ ǡ ʹͲͲͶǢ ̵ ǤƬǡʹͲͲͶȌǤ. ǡ ǣ ȋ͵Ȍmanagersresponsibleforonepolicydomainareorganizingimplementationprocesses separatelyandoftenwithoutmuchknowledgeaboutwhatthemanagersinotherdomains aredoing.
(121) ǡ ȋ Ȍ ǣ (1) different policies are conflicting; (2) different organizations and departments are not working together..
(122) Chapter1. . . Ǧǡ Ǧ Ǥ ǡ Ǥ ǯ ǡȋʹͲͳͳȌ Ǥ Ǥ ǡ ǡ Ǥ“Allthesetermsseemtoimplytheideathatsomeoneisinchargeandis abletorealizeintegration…andfulfilsthewishto‘getrenewedcontrolover’and‘bein chargeagain’.”ȋƬǡʹͲͳͳǣͳͲʹȌǤ ȋʹͲͳͳȌǣ ȋȌǡ ȋ Ȍǡ ȋ Ȁ Ǧ Ȍ ȋ ǡ Ǧ ȌǤ ǡ Ǥǡ Dzdeliverthepertinentinsightthateffectivesteeringcomesfromjoint actions–whetherincompetition,cooperationofboth–thanfromonesingleorganization thatispresumablyincharge.”ȋƬ ǡʹͲͳͶǣͳͺȌǤ Ǥ ǤǤ Ǥ ȋǡ ͳͻͻǢ ǡ ʹͲͲͲǢ ǡ ʹͲͲʹǢ Ǥǡ ʹͲͲȌǤ ǡ ȋ Ȍ Ǥ ǡ Ǥ ȋʹͲͳͶȌ Ǥ ͳǤͶǤ ͳǤͳ Ǧ Ǥ . .
(123) ͺ. . . ǡ Ǥ Ǥ . 1.1.3 Connectivecapacityincomplexgovernanceprocesses Ǥ Ǧǡ Ǧ ǡ Table1.1. Managementapproachesingovernanceprocesses. ƉƉƌŽĂĐŚ. ^ƉĞĐŝĂůŝnjĂƚŝŽŶ. /ŶƚĞŐƌĂƚŝŽŶ. ZŽůĞŽĨƉƌŽŐƌĂŵ. WĂƌĂĚŝŐŵ. >ŝŶĞ ŵĂŶĂŐĞŵĞŶƚ ;>DͿ. ĞŵĂƌĐĂƚĞĚ ƚĂƐŬƐĂŶĚ ĨƵŶĐƚŝŽŶƐ͕ ŽƌŐĂŶŝnjĞĚŝŶ ĚĞƉĂƌƚŵĞŶƚƐ. ,ŝĞƌĂƌĐŚŝĐĂů ĐŽŽƌĚŝŶĂƚŝŽŶ ĂŶĚĐŽŶƚƌŽů. ůĞŵĞŶƚŽĨƐƚƌĂƚĞŐŝĐƉůĂŶŶŝŶŐ ƵƌĞĂƵĐƌĂĐLJ ĂŶĚŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘ ^ĐŝĞŶƚŝĨŝĐ WK^KZ;'ƵůŝĐŬΘhƌǁŝĐŬ͕ ŵĂŶĂŐĞŵĞŶƚ ϭϵϯϳ͖dĂLJůŽƌ͕ϭϵϰϳ͖&ĂLJŽů͕ ϭϵϲϯͿ͖/ŵƉůĞŵĞŶƚĂƚŝŽŶ ;WƌĞƐƐŵĂŶΘtŝůĚĂǀƐŬLJ͕ ϭϵϳϯͿ͖^ƚƌĂƚĞŐŝĐWůĂŶŶŝŶŐ ;DŝŶƚnjďĞƌŐ͕ϭϵϵϰͿ. WƌŽĐĞƐƐ ŵĂŶĂŐĞŵĞŶƚ ;WDͿ. ^ƉĞĐŝĂůŝƐƚƐĂŶĚ ƌĞƐŽƵƌĐĞƐ ĚŝƐƉĞƌƐĞĚŽǀĞƌ ŶĞƚǁŽƌŬ. DƵƚƵĂů ĚĞƉĞŶĚĞŶĐLJ ,ŽƌŝnjŽŶƚĂů ŝŶƚĞŐƌĂƚŝŽŶ. WƌŽŐƌĂŵĂƐŶĞƚǁŽƌŬ ƐƚƌƵĐƚƵƌĞ ;DĂŶĚĞůů͕ϭϵϵϰ͖K͛dŽŽůĞ:ƌ͘ ĞƚĂů͕͘ϭϵϵϳ͖,ĂůůΘK͛dŽŽůĞ :ƌ͕͘ϮϬϬϬͿ͘ŽƵŶĚĂƌLJ ƐƉĂŶŶŝŶŐƌŽůĞŝŶŶĞƚǁŽƌŬƐ. WƌŽũĞĐƚ ŵĂŶĂŐĞŵĞŶƚ ;W:DͿ . hŶŝƋƵĞƚĂƐŬ ǁŝƚŚŝŶŝƌŽŶ ƚƌŝĂŶŐůĞ. WƌŽũĞĐƚĂƐ ŝŶƚĞŐƌĂƚŝŽŶ ŵĞĐŚĂŶŝƐŵŽĨ ƐƉĞĐŝĂůŝƐƚƐ. ŽůůĞĐƚƉƌŽũĞĐƚƐǀŝĂƉŽƌƚĨŽůŝŽ EĞǁWƵďůŝĐ ŵĂŶĂŐĞŵĞŶƚ;WůĂƚũĞĞƚĂů͕͘ DĂŶĂŐĞŵĞŶƚ ϭϵϵϰ͖ŽŽƉĞƌĞƚĂů͕͘ϭϵϵϳ͖ dƵƌŶĞƌΘDƺůůĞƌ͕ϮϬϬϯ͖ DĂƌƚŝŶƐƵŽΘ>ĞŚƚŽŶĞŶ͕ ϮϬϬϳͿ͘DĂŶĂŐĞƌŝĂůŝƐŵ͗ ƉƌŽŐƌĂŵďƵĚŐĞƚŝŶŐĂŶĚ ĂĐĐŽƵŶƚĂďŝůŝƚLJ;ƌĂǁĨŽƌĚĞƚ Ăů͕͘ϮϬϬϯ͖ƌƵŶĞƚƚŽΘ&ĂƌƌͲ tŚĂƌƚŽŶ͕ϮϬϬϯͿ. WƌŽŐƌĂŵ ŵĂŶĂŐĞŵĞŶƚ ;W'DͿ. ^ƉĞĐŝĂůŝnjĂƚŝŽŶ ǀŝĂƉƌŽũĞĐƚƐ. ,ŽƌŝnjŽŶƚĂůĂŶĚ WƌŽŐƌĂŵƐĂƐĂĚĂƉƚŝǀĞ ǀĞƌƚŝĐĂů ŐŽǀĞƌŶĂŶĐĞĂƌƌĂŶŐĞŵĞŶƚƐ ŝŶƚĞŐƌĂƚŝŽŶ ;dĞŝƐŵĂŶ͕ϮϬϬϴ͖<ĂůůŝƐĞƚĂů͕͘ ϮϬϬϵ͖ƵƐƐĐŚĞƌ͕ϮϬϭϰ͖ZŝũŬĞ ĞƚĂů͕͘ϮϬϭϰͿ. EĞƚǁŽƌŬ ĂƉƉƌŽĂĐŚĞƐ. ŽŵƉůĞdž ŐŽǀĞƌŶĂŶĐĞ ƉƌŽĐĞƐƐĞƐ.
(124) Chapter1. . ͻ. Ǥ ǡ ȋ ͵ȌǤ ǡ ȋ͵ǢǤǡʹͲͲͻǣʹ͵Ǣ ǡʹͲͳͶȌ ǤǤ ȋǡ ǡ ǡ ǡ Ƭ ǡ ʹͲͳǢ ǡ ǡ ǡƬǡʹͲͳ͵ǢǤǡʹͲͳͶȌǤ ǯ ǣ ȋȌ ȋȌǤǦ ǡ Ǧ ȋǡǡƬ ǡʹͲͲͻȌǤ
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