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Extra resources for The Coordination of Public Sector Organizations: Shifting Patterns of Public Management
26 The Coordination of Public Sector Organizations Individuals and organizations may be pursuing specific policy and political goals, and do not want to cooperate for fear of reducing their chances of reaching those goals. Likewise, administrative routines and even legal mandates for implementation may be undermined by attempts to achieve greater coherence in governing, and, finally, organizations (whether public or private) tend to maintain their own patterns and may not cooperate because of self-interest or simply routine.
In this book we mainly focus on coordination as a process and the strategies and instruments governments use to coordinate organizations or programmes within the public sector. In this book, coordination in a public sector interorganizational context is considered to be the instruments and mechanisms that aim to enhance the voluntary or forced alignment of tasks and efforts of organizations within the public sector. These mechanisms are used in order to create a greater coherence, and to reduce redundancy, lancunae and contradictions within and between policies, implementation or management (Metcalfe 1994; Peters 1998, Alexander 1995; Thompson 1967).
Some of the more egregious cases of coordination failures producing service gaps have come to light as a result of the events of September 11, 2001. It became clear as the causes of that disaster were considered that there were massive coordination failures that played no small part in permitting the disaster to occur. 12 The lack of adequate policy coordination may also result in something as simple as lost opportunities for effective cooperation among organizations charged with delivering public services and programmes.