Joined‐Up for What? Response to Carey and Harris on Adaptive Collaboration
Bibliographic Data
| ID | 11961742 |
|---|---|
| Authors | Rodney Scott (0000-0003-2159-5915, UNSW Sydney, corresponding author), Rodney James Scott (UNSW Sydney), Ross Boyd (0000-0002-1549-1071, State Services Commission of New Zealand) |
| Year | 2016 |
| Volume | 76 |
| Issue | 1 |
| Pages | 138-144 |
| Publication date | 2016-12-05 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Australian Journal of Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0313-6647 • E-ISSN: 1467-8500 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/1467-8500.12233 |
| OpenAlex | W2560166658 |
| Language | EN |
| Citations received | 8 |
| References cited | 13 |
Carey and Harris present the concept of adaptive management as a practice for supporting effective collaboration, suggesting that performance information be used to modify actions. They observe that end‐outcome performance information is less useful because of long delays between actions and effects, and recommend instead that the performance information should concern the collaborative process itself. The New Zealand government has followed a similar path to the Australian journey described by Carey and Harris. First, New Zealand tried using end outcomes to drive collaboration. Then, New Zealand tried using process measures, but found that the resulting collaboration lacked purpose and urgency. More recently, New Zealand has found great success in using intermediate‐outcome measures to drive adaptive collaboration: measures with intrinsic value, but short delay between action and effect. We echo Carey and Harris’ call for adaptive collaboration, but write to suggest that intermediate outcomes, rather than process measures, may drive more purposive management
Action (physics · Business · Economics · Government (linguistics · Management · Microeconomics · Operations management · Operations research · Outcome (game theory · Path (computing · Political science · Process (computing · Process management · Public relations · Community Development and Social Impact · Computer Science · Engineering · Nonprofit Sector and Volunteering · Psychology · Public Policy and Administration Research · Social Psychology
When the going gets tough, the goal-committed get going
Reform, hybridization, and revival
Policy that doesn’t Burn Out, but Merely Fades Away
A comparison of management adaptations for joined‐up government
Dynamics of Public Administration Reform Processes
Attempting to Cultivate Mindsets for Boundary Spanning in Remote Indigenous Policy
Administrative philosophies in the discourse and decisions of the New Zealand public service
Determined to succeed
Designing Collaborative Governance Decision-Making in Search of a ‘Collaborative Advantage’
Evolution of co-management
The Australian Government's ‘Social Inclusion Agenda’
Developing Management Practices to Support Joined‐Up Governance
Public Sector Collaboration
Managing for Outcomes’
Collaborative Public Management
Complexity, conflict and uncertainty
| Citations per year | 0.89 |
|---|---|
| Citation span | 2017 - 2025 (9) |
| Highly cited | No |