Broadening Participation in Community Problem Solving: a Multidisciplinary Model to Support Collaborative Practice and Research

Lasker, Roz D.; Weiss, Elisa S.

doi:10.1093/jurban/jtg014

Cited by 416 publications

(371 citation statements)

References 67 publications

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“…In many cases, the problem is that organized stakeholder groups do not exist to represent individual stakeholders collectively Rogers et al 1993). Another common problem is that some stakeholders may not have the skill and expertise to engage in discussions about highly technical problems Lasker and Weiss 2003;Merkhofer, Conway, and Anderson 1997;Murdock, Wiessner, and Sexton 2005;Warner 2006). A third common problem is that some stakeholders do not have the time, energy, or liberty to engage in time-intensive collaborative processes (Yaffee and Wondolleck 2003).…”

Section: Power/resource Imbalancesmentioning

confidence: 99%

“…None of these problems are necessarily insurmountable. Proponents of collaboration have pointed to a range of strategies that can be used to empower weaker or underrepresented groups (Fawcett et al 1995;Lasker and Weiss 2003;Merkhofer, Conway, and Anderson 1997;Mitchell 2005;Schuckman 2001). 5 In terms of a contingency theory of collaborative governance, we draw the following conclusion:…”

Section: Power/resource Imbalancesmentioning

confidence: 99%

“…' Lasker and Weiss (2001, 31) argue that collaborative leaders must have the skills to (1) promote broad and active participation, (2) ensure broadbased influence and control, (3) facilitate productive group dynamics, and (4) extend the scope of the process. Successful collaborations may also use multiple leaders, formally and informally, rather than relying on one leader (Bradford 1998;Lasker and Weiss 2003). Huxham and Vangen (2000) emphasize that effective collaborative leadership is likely to be time, resource, and skill intensive.…”

Section: Facilitative Leadershipmentioning

confidence: 99%

“…Who should be included? It is no surprise to find that the literature on collaborative governance emphasizes that the process must be open and inclusive (Andranovich 1995;Burger et al 2001;Chrislip and Larson 1994;Gray 1989;Gunton and Day 2003;Lasker and Weiss 2003;Margerum 2002;Martin, Tett, and Kay 1999;Murdock, Wiessner, and Sexton 2005;Plummer and Fitzgibbon 2004;Power et al 2000;Reilly 1998Reilly , 2001) because only groups that feel they have had a legitimate opportunity to participate are likely to develop a ''commitment to the process.'' As Chrislip and Larson (1994) write, ''The first condition of successful collaboration is that it must be broadly inclusive of all stakeholders who are affected by or care about the issue.''…”

Section: Institutional Designmentioning

confidence: 99%

“…It is at the core of the process of breaking down stereotypes and other barriers to communication that prevent exploration of mutual gains in the first place (Bentrup 2001). It is at the heart of a process of building trust, mutual respect, shared understanding, and commitment to the process Lasker and Weiss 2003;Plummer and Fitzgibbon 2004;Schneider et al 2003;Tompkins and Adger 2004;Warner 2006).…”

Section: Face-to-face Dialoguementioning

confidence: 99%

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Collaborative Governance in Theory and Practice

Ansell

Gash

2007

Journal of Public Administration Research and Theory

4,833

4,470

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Over the past few decades, a new form of governance has emerged to replace adversarial and managerial modes of policy making and implementation. Collaborative governance, as it has come to be known, brings public and private stakeholders together in collective forums with public agencies to engage in consensus-oriented decision making. In this article, we conduct a meta-analytical study of the existing literature on collaborative governance with the goal of elaborating a contingency model of collaborative governance. After reviewing 137 cases of collaborative governance across a range of policy sectors, we identify critical variables that will influence whether or not this mode of governance will produce successful collaboration. These variables include the prior history of conflict or cooperation, the incentives for stakeholders to participate, power and resources imbalances, leadership, and institutional design. We also identify a series of factors that are crucial within the collaborative process itself. These factors include face-to-face dialogue, trust building, and the development of commitment and shared understanding. We found that a virtuous cycle of collaboration tends to develop when collaborative forums focus on ''small wins'' that deepen trust, commitment, and shared understanding. The article concludes with a discussion of the implications of our contingency model for practitioners and for future research on collaborative governance.Over the last two decades, a new strategy of governing called ''collaborative governance'' has developed. This mode of governance brings multiple stakeholders together in common forums with public agencies to engage in consensus-oriented decision making. In this article, we conduct a meta-analytical study of the existing literature on collaborative governance with the goal of elaborating a general model of collaborative governance. The ultimate goal is to develop a contingency approach to collaboration that can highlight conditions under which collaborative governance will be more or less effective as an Early versions of this article were presented at the Conference on Democratic Network Governance, Copenhagen, the Interdisciplinary Committee on Organizations at the University of California, Irvine, and the Berkeley graduate seminar Perspectives on Governance. We thank the participants of these events for their useful suggestions and Martha Feldman, in particular, for her encouragement. We also thank two anonymous reviewers for their thoughtful and useful comments.

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Section: Power/resource Imbalancesmentioning

confidence: 99%

Section: Power/resource Imbalancesmentioning

confidence: 99%

Section: Facilitative Leadershipmentioning

confidence: 99%

Section: Institutional Designmentioning

confidence: 99%

Section: Face-to-face Dialoguementioning

confidence: 99%

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Collaborative Governance in Theory and Practice

Ansell

Gash

2007

Journal of Public Administration Research and Theory

4,833

4,470

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Medicine’s Role in Reimagining Public Health

2021

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In ancient Greece, physicians marked their entry into the profession by reciting the Hippocratic Oath, a ritual used to remind physicians of the standards and aspirations of the medical field. Notably, the original version began with an invocation to Panacea and Hygeia-divine siblings who embodied cures and prevention, respectively-reflecting an awareness that achieving health for all required physicians to integrate the practice of medicine with the principles of public health. While individual physicians have long been active supporters of public health (eg, via service on state health boards), a national strategy to guide collaboration across the professions remains lacking. As Nancy Dickey,

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Transforming Social Regularities in a Multicomponent Community‐Based Intervention: A Case Study of Professionals’ Adaptability to Better Support Parents to Meet Their Children's Needs

Saavedra

Brunson

Bigras

2017

American J of Comm Psychol

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This paper presents an in-depth case study of the dynamic processes of mutual adjustment that occurred between two professional teams participating in a multicomponent community-based intervention (CBI). Drawing on the concept of social regularities, we focus on patterns of social interaction within and across the two microsystems involved in delivering the intervention. Two research strategies, narrative analysis and structural network analysis, were used to reveal the social regularities linking the two microsystems. Results document strategies and actions undertaken by the professionals responsible for the intervention to modify intersetting social regularities to deal with a problem situation that arose during the course of one intervention cycle. The results illustrate how key social regularities were modified in order to resolve the problem situation and allow the intervention to continue to function smoothly. We propose that these changes represent a transition to a new state of the ecological intervention system. This transformation appeared to be the result of certain key intervening mechanisms: changing key role relationships, boundary spanning, and synergy. The transformation also appeared to be linked to positive setting-level and individual-level outcomes: confidence of key team members, joint planning, decision-making and intervention activities, and the achievement of desired intervention objectives.

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Broadening Participation in Community Problem Solving: a Multidisciplinary Model to Support Collaborative Practice and Research

Abstract: Over the last 40 years, thousands of communities-in the United

Cited by 416 publications

References 67 publications

Collaborative Governance in Theory and Practice

Collaborative Governance in Theory and Practice

Medicine’s Role in Reimagining Public Health

Transforming Social Regularities in a Multicomponent Community‐Based Intervention: A Case Study of Professionals’ Adaptability to Better Support Parents to Meet Their Children's Needs

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