Partnership and Participation: Decision–making in the Multiagency Setting

The past two decades have seen an increase in the number of organisations working together in multiagency settings and increased calls for partnership and participation in organisational and public life. Models for this kind of working arrangement range from contracting out and joint planning, through to more formal arrangements such as setting up a joint agency. How to make these arrangements effective in developing policy and aiding decision–making can, however, be problematic. To make the multiagency setting work, organisations must manage diversity, resolve conflict and promote collaboration. The processes for effective decision–making in multiagency settings form the central concern of this book. Group processes must become more participatory, democratic and empowering. Illustrated with case studies drawn from the US, Africa, Asia, Latin America, as well as the UK and Europe, the book surveys the range of multiagency settings, explores the mechanisms and processes for multiagency work, and reviews a range of processes and tools that have shown themselves to be effective. Partnership & Participation offers no guaranteed answers, but provides a useful framework and stimulating guidelines for those facing the many questions that are raised by working in a multiagency setting.

Spis treści:
MULTIAGENCY WORKING.
Introduction to the Multiagency Setting.
Models of Multiagency Working.
Methods Used in Multiagency Settings.
INTRODUCING PANDA.
Pragmatic Pluralism.
Pluralism in the ′Nature′ of the Client.
Pluralism in the Use of Specific Methods/Techniques.
Modes of Representation.
Pluralism in the Facilitation Process.
PANDA IN ACTION.
Using the PANDA Framework for Planning Process.
Case Studies Using PANDA.
Conclusion.
References.
Index.

Okładka tylna:
The past two decades have seen an increase in the number of organisations working together in multiagenc y settings and increased calls for partnership and participation in organisational and public life. Models for this kind of working arrangement range from contracting out and joint planning, through to more formal arrangements such as setting up a joint agency. How to make these arrangements effective in developing policy and aiding decision–making can, however, be problematic. To make the multiagency setting work, organisations must manage diversity, resolve conflict and promote collaboration. The processes for effective decision–making in multiagency settings form the central concern of this book. Group processes must become more participatory, democratic and empowering. Illustrated with case studies drawn from the US, Africa, Asia, Latin America, as well as the UK and Europe, the book surveys the range of multiagency settings, explores the mechanisms and processes for multiagency work, and reviews a range of processes and tools that have shown themselves to be effective. Partnership & Participation offers no guaranteed answers, but provides a useful framework and stimulating guidelines for those facing the many questions that are raised by working in a multiagency setting.