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Collaborative Management and Multi Party Stakeholder Negotiation

Collaborative Management and Multi Party Stakeholder Negotiation. Rosemary O’Leary, Distinguished Professor The Maxwell School of Syracuse University April 27, 2007. Collaborative Public Management.

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Collaborative Management and Multi Party Stakeholder Negotiation

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  1. Collaborative Management and Multi Party Stakeholder Negotiation Rosemary O’Leary, Distinguished Professor The Maxwell School of Syracuse University April 27, 2007

  2. Collaborative Public Management • . . . is a concept that describes the process of facilitating and operating in multi-organizational and multi-stakeholder arrangements to solve problems that cannot be solved or easily solved by single organizations or single individuals.

  3. Collaborative Public Management • Collaborative means to co-labor, to cooperate to achieve common goals working across boundaries in multi-sector relationships. Cooperation is based on the value of reciprocity.

  4. Characteristics that add to the complexity of collaborative public management • Multiple forums for decision making • Interorganizational and interpersonal • Multiple parties • Multiple issues

  5. Characteristics that add to the complexity of collaborative public management • Technical complexity and scientific uncertainty • Unequal power and resources • Public/Political, not private

  6. The Paradox of Collaborative Public Management • Collaboration may yield conflict. • That conflict must be managed.

  7. The Spiral of Unmanaged Conflict Sense of Crisis Emerges ↑ Perceptions Become Distorted ↑ Conflict Goes Outside the Community ↑ Resources are Committed ↑ Communication Stops ↑ Positions Harden ↑ Sides Form ↑ Problem Emerges

  8. Lessons of the Conflict Spiral • The conflict spiral is not inevitable. . . • But the conflict spiral is predictable when conflict is not managed at an early stage • The earlier conflict is managed the better.

  9. Three primary forms of power over public disputes • Threat power • Economic power • Integrative or collaborative power – The most influential and significant form of power (Boulding, 1991)

  10. Collaborative Problem Solving: Guiding Principles • 1 – Reframe (redefine) conflicts as mutual problems to be solved together • 2 – Understand the problem: prepare, educate and learn • 3 – Develop a conflict management plan addressing procedures, relationships and substance • 4 – Involve the parties in designing the process and developing a solution

  11. Collaborative Problem Solving: Guiding Principles • 5 – Balanced representation • 6 – Insist that stakeholders participate directly, fully, and in good faith • 7 -Maintain transparency to keep the purpose and objectives of the process clear to all • 8 – Timeliness • 9 – Implementation of agreements

  12. Major Collaborative Problem Solving Approaches

  13. Examples • State of Utah – Working Groups used to develop land management strategies for each local area • State of Ohio – A Task Force of environmental advocates, industry groups, and concerned citizens developed livestock farming regulations to protect water supplies

  14. Examples • Chesapeake Bay: A Monitoring Committee made up of scientists and concerned citizens monitors the health of the fish and blue crab • Pacific County, Washington - Shoalwater Bay Indian Tribe sponsored a Conflict Assessment to analyze environmental challenges facing county

  15. Examples • U.S. Environmental Protection Agency – Uses Early Neutral Evaluation to advise parties involved in hazardous waste disputes of the strengths and weaknesses of their cases • A Canada-U.S. Great Lakes Initiative Advisory Group formulated new water quality standards

  16. “Pros” of Collaborative Problem Solving Approaches * Fuller participation by interested parties (than litigation, legislation, or administrative action) * Broader, more diverse representation * Less risk than “win-all” or “lose-all” litigation * Fuller discussion of all relevant issues * Building of social capital (to better address future conflicts) * Agreements that are stable and long lasting

  17. “Cons” of Collaborative Problem Solving Approaches * May be slow * May be expensive

  18. In summary . . . “Our lives are not dependent on whether or not we have conflict. It is what we do with conflict that makes a difference.” -Anonymous

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