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This study reviews the experience of cooperation in five international river basins, focusing on the perceptions of risks and opportunities by country decision makers responding to a specific prospect of cooperation, and the effects of risk reduction and opportunity enhancement on the cooperation process. We explore the following five categories of risk: Capacity and Knowledge; Accountability and Voice; Sovereignty and Autonomy; Equity and Access; and Stability and Support. We surmise that risk perception plays a key and less understood role in decision-making processes over shared rivers cooperation, and conclude that countries and third parties can best achieve sustainable cooperation when long-term investments are made in risk reduction. We also point to areas for further study to better understand the motivations for cooperation. OverviewThe purpose of this study is to foster dialogue among academics, policymakers, and practitioners on political considerations associated with cooperation over shared rivers. The political dimension, to date less explored than the economic dimension, may be at least as important in determining the likelihood of cooperation. The study's goal is to identify and better understand risks associated with country leaders' decisions to enter into a cooperative agreement over a shared river. The findings will help interested parties -country decision makers, third parties, etc. -ascertain action steps to further cooperation.

In 1995, the City of St. Louis undertook a major strategic planning effort for its municipal information systems. The project was initiated in the midst of acrimonious debate regarding mainframe bottlenecks, the proliferation of independent computing systems, organizational problems in the delivery of management information systems (MIS) services, and rapidly changing technology. A strategic planning process tailored to this complex environment was developed and executed, engaging individuals at all levels to articulate needs for information, identify problems with existing systems, suggest organizational changes, and define potential MIS projects. As in most governments, organizational issues and managerial processes proved more daunting than technical issues. The implementation of technical recommendations proved much easier than changing the organizational culture to take full advantage of new technologies. To realize fully the benefits of new information technology, more effective ways must be found to facilitate the spanning of formal organizational boundaries.