TOPIC 2.5: Overcoming challenges to good network governance
Some of the lessons learnt about effective network management include:
Lead with purpose – promote a vision for change, establish a clear shared purpose and plan for government’s role, engage potential partners and bring them together in a shared cause with a shared purpose.
Secure buy-in from partners – participants need to believe their interests and concerns will be given consideration. Use ‘power with’ to get agreement on agenda and critical issues. Appreciative inquiry processes (detailed in Module 3) enable openness to pluralistic thinking.
Be opportunistic – building a network around an issue or problem that people agree needs attention gets co-operation.
Pick good leaders to participate – willing to advance the common cause rather than a specific organisation agenda – honest broker or trusted partner.
It may be helpful to use a memorandum of understanding to clarify expectations and commitments associated with participation in the network.
10 Issues to Clarify in a Memorandum of Understanding with Network Participants
- network shared purpose
- expected outcome or benefits in quantifiable terms
- network governance (such as leadership and decision making procedures)
- participants (plus a letter of commitment to participate)
- expectations for roles of participants
- length of commitment, including termination procedures
- financial commitments (if any)
- other resource commitments such as administrative or technical support)
- reporting and monitoring format and time frame (if any)
- network annual budget (if any).
In summary, networks present a choice for collaboration very different from partnerships or contracts.
The change from essentially bi-lateral relationships to multi-party collaboration expands the possibilities for aggregating interests across the private and non-profit sectors to devise and implement a better way to deliver public services. It also adds a layer of complexity involving network governance.
Managing outwards in a networked government asks managers to recognise network structures and functions, adapt elements of success in network governance and measure and communicate results so as to lead to better integration of network governance into public management work.
Artificial Intelligence
Focusing on information as intelligence provides opportunity to build super intelligence – this process is both inevitable and presents risks.
We have reflected on stakeholders and the need to identify and map system players and their relationships. We have explored network management and the developments in Artificial Intelligence. As we continue to ‘manage outwards in a networked environment’ we need to consider public participation and communication processes.
Required
15 min
Recommended
10 mins
Consider the concept of ‘actor network theory’ – that is the dynamic environment in which power ebbs and flows at work. Have a look at this short conversation about networked government and the importance of ‘looking sideways’ to solve problems and influence decisions.
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