Public Policy Networks and ‘Wicked Problems’: A Nascent Solution?

Abstract

The last two decades have seen a shift in public services organizations from hierarchies to networks. Network forms are seen as particularly suited to handling 'wicked problems'. We make an assessment of the nature and impact of this shift. Using recent evidence from the United Kingdom (UK) National Health Service (NHS), we explore the nature and functioning of eight different public policy networks. We are also interested in whether there has been a radical transition -or notfrom hierarchical to network forms.Most networks were found to relate to 'wicked problems'. We identify from the literature three key domains needed to support a full transition: (1) cross-organizational Information and Communication Technologies (ICTs)/databases (where we found little change);(2) strong Inter Organizational Learning (IOL) (where we also found little change); and (3) a shift from vertical management to lateral leadership (where we found more change). So, hybrid forms, which mix hierarchy and network, endure. We discuss academic and public policy implications. Despite this mixed pattern, public policy networks should be given time to develop, given the many 'wicked problems' faced.

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