Advertisement

A Process with Sufficient Speed: Incentives for Progress

Chapter
  • 3.1k Downloads

Abstract

So far, we have argued that process management is characterized by openness. The main stakeholders are invited to participate in a process and are involved in drawing up the agenda. Openness, however, is not without risk for these stakeholders. They can perceive the process as a funnel trap: once they have joined, they may feel that they are forced in a certain direction without being able to leave the process. It is therefore important that parties’ core values are protected. For the sake of these core values, parties are offered room at crucial moments. For instance, they are not required to commit to the result of the process beforehand, and they are offered an exit option.

Keywords

Process Manager Cooperative Behaviour Smart City Interim Result Moderate Behaviour 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. 1.
    Brandenburger BJ, Nalebuff AM (1997) Coopetition. Bantam Doubleday, New YorkGoogle Scholar
  2. 2.
    De Bruijn JA (2005) Roles for unilateral action in networks. Int J Pub Sect Manag 18(4):318–329CrossRefGoogle Scholar
  3. 3.
    Dixit A, Nalebuff BJ (1991) Thinking strategically. The competitive edge in business politics and every day lifes. Norton, New YorkGoogle Scholar
  4. 4.
    Eckley N (2002) Dependable dynamism: lessons for designing scientific assessment processes in consensus negotiations. Glob Environ Change 12(1):15–23CrossRefGoogle Scholar
  5. 5.
    Field CG (1997) Building consensus for affordable housing. Hous Policy Debate 4:801–832CrossRefGoogle Scholar
  6. 6.
    Huygen J (1995) Culturele en strategische dimensies in besluitvorming: Techno-politiek en het GBA-project. In: ’t Hart P, Metselaar M, Verbeek B. Publieke besluitvorming. Den Haag, VUGA, pp 125–148Google Scholar
  7. 7.
    Koffijberg J (2005) Getijden van beleid: omslagpunten in de volkshuisvesting. Over de rol van hiërarchie en netwerken bij grote veranderingen. IOS Press, AmsterdamGoogle Scholar
  8. 8.
    Kotter JP (1995) Leading change: why transformation efforts fail. Harv Manag Rev 73(2):59–67Google Scholar
  9. 9.
    Lakoff RT (2000) The language war. University of California Press, BerkeleyGoogle Scholar
  10. 10.
    Parker G, Wragg A (1999) Networks, agency and (de)stabilization: the issue of navigation on the River Wye, UK. J Environ Plan Manag 42(4):471–487CrossRefGoogle Scholar
  11. 11.
    Rein M, Schon DA (1986) Frame-reflective policy discourse. Beleidsanalyse 15(4):4–18Google Scholar
  12. 12.
    Schumpeter JA (1934) The theory of economic development. Harvard University Press, CambridgeGoogle Scholar
  13. 13.
    Sebenius JK (1991) Designing negotiations toward a new regime. The case of global warming. Int Sec 15(4):110–148CrossRefGoogle Scholar
  14. 14.
    Sparks A (1995) Tomorrow is another country: the inside story of South Africa’s negotiated revolution. Struik, SandtonGoogle Scholar
  15. 15.
    Van den Bosch FAJ, Postma S (1995) ‘Strategic stakeholder management: a description of the decision-making process of a mega-investment project at Europe’s biggest oil refinery. Shell Nederland Raffinaderij BV. Rotterdam. In: Management Reports Series 242, Erasmus Universiteit/Rotterdam School of Management, RotterdamGoogle Scholar
  16. 16.
    Weening HM (2001) Het vliegwiel vervlogen? Een evaluatie van het verloop en de aanpak van het proces rond de Kenniswijk, Delft, commissioned by Dutch Ministry of Transport, Public Works and Water ManagementGoogle Scholar
  17. 17.
    Williamson OE (1975) Markets and hierarchies: analysis and antitrust implications. The Free Press, New YorkGoogle Scholar

Copyright information

© Springer Berlin Heidelberg 2010

Authors and Affiliations

  1. 1.Faculty of Technology, Policy and ManagementDelft University of TechnologyBX DelftNetherlands
  2. 2.JH LeiderdorpNetherlands

Personalised recommendations