Aim of identifying Anticipate protest Get their practical Find reliable, stakeholders knowledge, enhance professional, acceptance contractors Dimensions of structure Organisation Line management, Soft structure with Decentralised, centralized control minimal level of rules in systems, project and regulation; process competition with each teams, for teams within a other to get resources issues hierarchy within a contract setting Decision-making unit Public authority Collective by group Individual players competing Control Authority, oversight Trust, mutuality e.g. Price (value for e.g. inspection, cooperative money), rivalry e.g. directives, legal interaction, informal competition, powers of intervention consultation, benchmarking negotiation Coordination Ex ante imperatives Reflexive Ex post through (rules and regulations) exchange in a competitive setting (invisible hand of Transactions Unilateral Multi-lateral Bi-lateral Roles of Communication about Communication for Communication as communication policy: give info policy: organise policy: incentives, PR dialogue (across to get others to take groups dealing over a public task –hence with their social and cognitive fixation and defensiveness to “outsiders”) Roles of knowledge Clear facts, expertise Involve may parties in Proprietary and to suited to the knowledge basis, be paid for and used problems engage in joint fact for own advantage with a consensus on finding, relevant knowledge or transdisciplinary when little time knowledge (calamities) development, suited to problems” “wicked Context Stable via clear and Continuous change Flexible and dynamic detailed instructions, offers opportunities through competition rules and procedures People dimension Leadership styles Directing, little Coaching and Delegation, high level discretion (delegation supporting, high of of discretion for senior comes with control) discretion for lower managers staff
Aim of identifying stakeholders Anticipate protest Get their practical knowledge, enhance acceptance Find reliable, professional, contractors Dimensions of structure Organisation Line management, centralized control systems, project teams, for issues Soft structure with minimal level of rules and regulation; process teams within a hierarchy Decentralised, in competition with each other to get resources within a contract setting Decision-making unit Public authority Collective by group Individual players competing Control Authority, oversight e.g. inspection, directives, legal powers of intervention Trust, mutuality e.g. cooperative interaction, informal consultation, negotiation Price (value for money), rivalry e.g. competition, benchmarking Coordination Ex ante imperatives (rules and regulations) Reflexive Ex post through exchange in a competitive setting (invisible hand of Transactions Unilateral Multi-lateral Bi-lateral Roles of communication Communication about policy: give info Communication for policy: organise dialogue (across groups –hence dealing with their social and cognitive fixation and defensiveness to “outsiders”) Communication as policy: incentives, PR to get others to take over a public task Roles of knowledge Clear facts, expertise suited to problems with a consensus on relevant knowledge or when little time (calamities) Involve may parties in the knowledge basis, engage in joint fact finding, transdisciplinary knowledge development, suited to “wicked problems” Proprietary and to be paid for and used for own advantage Context Stable via clear and detailed instructions, rules and procedures Continuous change offers opportunities Flexible and dynamic through competition People dimension Leadership styles Directing, little discretion (delegation comes with control) Coaching and supporting, high of discretion for lower staff Delegation, high level of discretion for senior managers
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