Session 4: Actions and Outcomes

Collaborative Actions

Depending on the context and charge of the CGR, such actions may incorporate, for instance, securing endorsements, educating the public, forging policy initiatives (new laws or regulations) etc.  Some CGRs may have extensive objectives like taking actions related to the strategic development of a region or within a particular policy domain, whereas some may just include action on a particular project or analysis of specific information (Huxham et al. 2000).

 

Impacts

Impacts may result from the actions spurred by collaborative dynamics.  Some are intentional (and unintentional) changes of state within the system context;  some are alterations in a pre-existing or projected condition that has been deemed undesirable or in need of change. Some even add value to a new social good or technological innovation through collaborative action.

 

Adaption

In the framework advocated by Emerson and colleagues (2011), they identify such potential transformative change as an adaptation to impacts fostered by CGRs.  For example, based on the impacts of collaborative action, problems are solved, new research findings confirm selected management practices, and different sets of challenges or opportunities arise.  Each of these may alter the general system context.

 

References:

Emerson, K., Nabatchi, T., & Balogh, S. (2011). An Integrative Framework for Collaborative Governance.(June 2009), 1–29. Journal of Public Administration Research and Theory. https://doi. org/10.1093/jopart/mur011.

Huxham, C., Vangen, S., Huxham, C., & Eden, C. (2000). The challenge of collaborative governance. Public Management an International Journal of Research and Theory, 2(3), 337-358.

 

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