By Craig W. Thomas
Political scientists have lengthy been all for the strain among institutional fragmentation and coverage coordination within the U.S. forms. The literature is rife with examples of organisations competing with one another or announcing their independence, whereas cooperation is comparatively infrequent. this is often of specific significance in coverage components comparable to biodiversity, the place species, habitats, and ecosystems pass a variety of company jurisdictions.Bureaucratic Landscapes explores the purposes for the luck and failure of interagency cooperation, targeting a number of case reviews of efforts to maintain biodiversity in California. The ebook examines why public officers attempted to cooperate and the hindrances they confronted, delivering oblique proof of coverage affects in addition. between different issues, it examines the function of courts in prompting corporation motion, the position of medical wisdom in organizational studying, and the emergence of recent associations to solve collective-action difficulties. extraordinary findings comprise the an important position of environmental proceedings in prompting enterprise motion and the unusually lively position of the Bureau of Land administration in source upkeep.
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Extra info for Bureaucratic Landscapes: Interagency Cooperation and the Preservation of Biodiversity (Politics, Science, and the Environment)
Fragmented Jurisdictions, Fragmented Habitat 17 The Blunt Hammer of the Endangered Species Act In practice, the ESA focuses primarily on species and their habitat requirements, not gene pools or ecosystems. Although Section 2(b) states that one of the ESA’s purposes is “to provide a means whereby the ecosystems upon which endangered species and threatened species depend may be conserved,” the mechanics of the law do not operate at the level of ecosystems, and thus neglect an important aspect of biodiversity.
As I conducted interviews for this project, it became apparent that some agency officials demonstrated a greater propensity to cooperate than others because they saw the possibility of achieving joint gains. Later, while analyzing more than a hundred tape-recorded interviews and writing the case studies, it became clear that three sets of agency actors—line managers, professionals, and field staff—each perceived a different logic of interdependence that shaped their understanding of joint gains, and hence their willingness to pursue cooperative strategies.
These theorists believed that coordination imposed from the top would promote effectiveness and efficiency, not simply the concentration of political power. Today, top-down attempts to consolidate the bureaucracy tend to be seen as symbolic actions or struggles for political control rather than as instrumentally effective means to coordinate agency activities (March and Olsen 1983; Thomas 1993). Evidence suggests that merging agencies does not lead to increased coordination unless the fundamental tasks, financial resources, and career rewards within the agencies are changed (Wilson 1989: 266).
Bureaucratic Landscapes: Interagency Cooperation and the Preservation of Biodiversity (Politics, Science, and the Environment) by Craig W. Thomas