Private citizens, stakeholder groups, or governments? Perceived legitimacy and participation in water collaborative governance

2021 ◽  
Author(s):  
Iris Hui ◽  
Gemma Smith
Keyword(s):  
Collaborative Governance ◽  
Stakeholder Groups ◽  
Private Citizens

Collaborating for Shared Goals

2020 ◽  
pp. 122-143
Author(s):  
F Stuart Chapin
Keyword(s):  
Social Behavior ◽  
Young People ◽  
Collaborative Governance ◽  
Self Identity ◽  
Critical Step ◽  
The Third ◽  
Conflicting Objectives ◽  
The Future ◽  
Private Citizens ◽  
Shared Goals

Collaboration with others provides a lever that magnifies each person’s impact on the future and is the third element in this book’s four-tiered stewardship strategy. Collaborations often begin by building on consensus around common concerns. Half of Americans (and a much larger proportion of young people) share a self-identity as environmentalists despite differences in worldviews. The critical step is to engage and coordinate actions in ways that resonate with distinct worldviews. Bridging organizations magnify the effectiveness of individuals and groups by fostering communication and collaboration among groups with complementary (or potentially conflicting) objectives. Collaborative governance enables private citizens and other groups to work with government in seeking consensus for public decisions. Collaboration among apparent adversaries requires processes that are fair, inclusive, and transparent and follow rules that build trust among participants. Collaboration with business often benefits from involvement of government to set standards of acceptable environmental and social behavior.

Public Perceptions of Collaborative Governance in Transportation Policy

2020 ◽  
pp. 106591292094395
Author(s):  
Bruce E. Cain ◽  
Elisabeth R. Gerber ◽  
Iris Hui
Keyword(s):  
Decision Making ◽  
Collaborative Governance ◽  
The United States ◽  
Transportation Policy ◽  
Public Officials ◽  
The Public ◽  
Private Citizens ◽  
Survey Results ◽  
Limited Power ◽  
The Will

Despite the widespread use and extensive studies of collaborative governance in the United States, we still know too little about how the public at large evaluates the formal inclusion of private stakeholders in collaborative decision making. We examine this question by conducting a series of survey experiments about the function, composition, and power of a proposed regional transportation board. The survey results reveal that while our respondents generally favored collaborative governance (i.e., public officials with private stakeholders) over collaborative government (i.e., public officials only), it was largely due to the inclusion of private citizens, not the stakeholder group representatives. This finding is consistent with a populist framework that presumes that interest group influences tend to impede or distort the will of the electoral majority and that favors functionally delimited mandates and limited power for non-elected decision-making bodies. This has important implications for the design and public acceptance of future collaborative government arrangements.

Collaborating for Our Future

2018 ◽  
Author(s):  
Barbara Gray ◽  
Jill Purdy
Keyword(s):  
Management Education ◽  
Care Delivery ◽  
Scale Up ◽  
Collaborative Governance ◽  
Comprehensive Understanding ◽  
Theoretical Understanding ◽  
Effect Change ◽  
Working Together ◽  
Vantage Points ◽  
Multistakeholder Partnerships

Organizations turn to multistakeholder partnerships (MSPs) to meet challenges they cannot handle alone. By tapping diverse stakeholders’ resources, MSPs develop the capability to address complex issues and problems, such as health care delivery, poverty, human rights, watershed management, education, sustainability, and innovation. This book provides a comprehensive understanding of MSPs, why they are needed, the challenges partners face in working together, and how to design them effectively. Through the process of collaboration partners combine their differing strengths, vantage points, and expertise to craft innovative responses to pressing societal concerns. The book offers valuable advice for leaders about how to design and scale up effective partnerships and how to address potential obstacles partners may face, such as dealing with the conflicts and power issues likely to arise as partners negotiate with each other. Drawing on three comprehensive cases and countless shorter examples from around the world, the book offers practical advice for organizations embarking on an MSP, as well as theoretical understanding of how partnerships function. Using an institutional theory lens, it explains how partnerships can effect change in institutional fields by reducing turbulence and negotiating a common set of norms and routines to govern partners’ future interactions within the field of concern. Topics covered include: the nature of working collaboratively, why partnerships are needed, types of partnerships, guidelines for partnership design, partnerships and field dynamics, how to deal with conflicts among partners, negotiating across power differences, partnerships for sustainability, collaborative governance, working across scale differences, and how partnerships transform fields.

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