Consensus and Conflict in Policy Networks: Too Much or Too Little?

Abstract

One of the criticisms of theories on policy networks and governance is the lack of attention devoted to power and conflict (Barns 1997). Indeed, reading through the literature on policy networks — and especially on policy network management — one is struck by the approach to the network processes and management challenges as a politically neutral and predominantly managerial activity (for example, Agranoff 1986, 2003; O’Toole 1988; Mandel 1990, 2001; Glasbergen 1995; Kickert et al. 1997). Key concepts are interdependencies and coordination. Due to interdependencies between a diverse set of public and private actors, public decision making, implementation and service delivery is about mobilizing, facilitating and guiding collaboration processes. These processes can be characterized as problem solving: putting pieces of a puzzle together, realizing package deals that provide win-win situations: solutions that benefit all of the involved actors and society as a whole (Scharpf 1978; Dery 1984).