
There is real power in collaboration, but it is not always easy. Individuals, institutions and sectors need to understand better how to work together to make a difference in the world.
| · Heather Creech Director - Global Connectivity | ||
| · Leslie Paas Associate | ||
| · Pauline Gerrard Online Learning and Training Coordinator | ||
| · Natalie Swayze Associate | ||
| · Dagmar Timmer Associate | ||
The Frontiers of Networked Governance
The paper suggests that a combination of stakeholder analysis and social network analysis can be useful in assessing the network structures and practices that may facilitate a networked governance process. We explain the efficacy of networked governance as a factor of both problem complexity (network heterogeneity) and social capital. For problems harbouring a given level of complexity, the higher the level of social capital within an identified governance network, the more autonomy and self-organization may be conducive to achieving problem solving functions, and thus governance goals. To safeguard social capital and help ensure an effective process, it is important to select between of networked governance strategies based on the level of self-steering or active steering that they imply. Where social capital is incommensurate with problem complexity, it may be necessary to employ governance strategies that are more highly modulated by governance authorities situated within a
centralized problem solving process. We also describe the methods by which network participants may experience the creation of social capital through collaborative visioning and creating shared value, two parallel and intertwined processes that foster shared visions and strategic alignment within the group, and thus enhance the ability of the group to achieve collectively desirable outcomes.
Achieving sustainable development requires collaboration among sectors and institutions, and the participation of all stakeholders and individuals. But there are many different ways people and organizations can work together to share knowledge, to advocate and to take action. These include campaigning networks, communities of practice, knowledge networks, public-private partnerships, multistakeholder partnerships and strategic alliances. These have all become important mechanisms for identifying priorities, undertaking joint research and for engaging other stakeholders in developing workable solutions. By combining their efforts, members of networks and partnerships are able to have a greater impact on policy and practice than they would have on their own.
Different kinds of networks and partnerships have some characteristics in common, but also face unique challenges. In order to realize their potential, careful attention must be paid to issues of governance, management, communications and evaluation of performance.
Concepts and principles
What do we mean by networks and partnerships? What is the value added by collaboration? Our foundation book on knowledge networks, Strategic Intentions: Managing Knowledge Networks for Sustainable Development (PDF - 509 kb), discusses the "network advantage." Our report on partnerships, Virtual Exhibition E-Discussions: Working Together for Sustainable Development (PDF - 316 kb), sets out a number of basic principles and practices.
Governance
A governance structure supports group decision-making, openness, transparency and accountability. But sometimes these collaborations can become less transparent to public scrutiny.
Management and sustainability
With a special focus on social and environmental entrepreneurs:
Influence, engagement and communications
Whether we are working on our own, through our institutions or in networks and partnerships, we need to understand how to have influence, how to engage others and how to communicate our knowledge and advice.
Evaluation
Are networks and partnerships working? Standard program evaluation methodologies may not be sufficient to assess collaboration among institutions.
Our investigations into networks and partnerships are based on action research with the networks and partnerships that we host; case study research; and workshops and electronic conferences with other practitioners. IISD also provides planning and evaluation services to those seeking to improve their performance. The experiences of networks and partnerships such as the Global Knowledge Partnership (GKP); the International Forum on Rural Transport and Development (IFRTD); Knowledge Networking for Rural Development in Asia/Pacific Region (ENRAP); IUCN – The World Conservation Union; the Global Development Learning Network (GDLN); and the Global Village Energy Partnership (GVEP) have enriched our understanding of the variety of forms successful networks may take, and the challenges they face.
For more information about IISD's networks, partnerships and communications research and consulting, please contact Heather Creech, Director, Knowledge Communications.