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Coordination

Coordination between individuals, organizations, and institutions is an essential element of governance. Because of the complexity and functional differentiation of modern societies, there is hardly any task that can be accomplished by one individual or even one single entity. Coordination occurs on various levels and various forms: among federal, state, and local agencies, between public agencies and private industry, or in coalitions of national and international nonprofit organizations. These entities, or actors, are dealing with all kinds of social, cultural, economic, environmental, and political matters. Coordination to address those large and small issues can be ad-hoc and as simple as a conversation over the phone or can take place in a long-term, complicated process involving working groups and planning meetings. There can be informal coordination between just a few decisionmakers over lunch or formalized coordination—for example, through a memorandum of understanding (MoU) or through the bylaws of a joint venture. It can take place in a permanent arrangement such as a Parent Teacher Association (PTA) or in one set up temporarily just for one particular purpose, such as an emergency operations center (EOC) for disaster relief.

The term coordination itself is often used synonymously and interchangeably with other concepts such as cooperation, collaboration, and communication. In everyday governance practice, the difference may be only a semantic one indeed. They all refer to the process of interaction among more or less diverse stakeholders in the interest of a common goal. Yet, the idea of coordination of actors or resources generally conveys a more abstract notion and has considerable theoretical significance in political science.

Three Modes of Coordination

Governance theory distinguishes between three basic forms, or modes, of coordination: markets, hierarchies, and networks (sometimes also referred to as communities). There are some fundamental differences in how these modes of coordination work. The mechanism through which markets function is price—it balances between supply and demand and between sellers and buyers. Hierarchies function because of command and control—it links subordinates and superiors. Networks, on the other hand, rely on trust—they connect members that do not have a clearly defined relationship and may not even have a direct incentive to cooperate. The principles underlying coordination are different as well: In hierarchies, it is centralized authority; in markets, it is dispersed competition; and in networks, it is spontaneous solidarity.

The analytic distinction between the different modes of coordinating actors and resources is as follows: In a market, the actions of competitors are supposed to be independent because no one, singular action can have a traceable effect. In a hierarchy, on the other hand, the actors are bound by hierarchical coordination that makes their choices asymmetrically predictable, depending on the structure of legitimate authority and coercive capability. In a network, actor preferences and choices are interdependent, based on shared norms and jointly produced outcomes.

The first mode, coordination by way of markets and price, is the most frequent coordinating mechanism among private actors—between two individuals, between consumers and producers, and within companies and firms. Economists have long examined coordination through markets, from Adam Smith's eighteenth-century writings on corporate self-interest, to rational actor assumptions, to transaction cost models. But markets are just as important for the functioning of public agencies and governments. In effect, markets and prices have a coordinating effect whenever resources are allocated and whenever the conditions for this exchange are negotiable. The resources can be people, goods, or information, and the costs of exchange can be measured both in monetary and nonmonetary terms.

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