2. NOT ALL PLACES CAN BE
ON STEROIDS
Dr Nicola Headlam
@networknicola
Heseltine Institute for
Public Policy & Practice
University of Liverpool
IDBE Summer School
University of Cambridge
15th July 2013
3. This lecture
i. introduction
ii. Reflexivity and place
iii. The urban industry
iv.Sociological Forms of organisation – market
hierarchy & network
v. Meeting societal challenges
6. Making the link between structure and agency –
changing structures mean changing roles and
changing roles mean changing structures
7. The degeneration of regeneration
Intransitive verbs – no subject no object
“Big tent” 3rd way urbanism and the post-political
Urban strategic milieu - policy not politics*
State as conundrum (problematic)
Urban “industry” & panjandrum
Spatially extended product: “Brand, plan & strategy”
Place marketing – symbolic and visible
8. – N E U T R A L I T Y N O N - O P T I O N
P U R P O S I V E A C T I V I T I E S –
P E R S O N A L / P R O F E S S I O N A L / E T H I C A L
ii. Reflexivity & place
9. Reflexivity & place
Urbanism and industrialisation - modernity
Specialisation – professions – hierarchies
A sociological imagination and the built environment
POWER – always and everywhere
Changes to the policy process
14. Exquisite paradox of “localism”
“WELL THAT‟S NOT THE WAY, BUT THAT‟S NOT THE WAY
THE CURRENT GOVERNMENT DOES THINGS, (Y‟KNOW)
THERE‟S NOTHING ABOUT “DO IT THIS WAY”, IT‟S ABOUT
CRUDELY, WE’LL CONTINUE TO MAKE YOUR LIFE SO
UNPLEASANT UNTIL YOU CAN FIGURE YOURSELF
INTO A WAY IN WHICH WE FIND ACCEPTABLE, IF I
WERE BEING CRUDE ABOUT IT, (LAUGHTER) ERM BUT WE
WON’T TELL YOU WHAT THAT IS.”
(INTERVIEW MAY 2013)
16. Long boom : austerity localism
neo-liberalism squared “debate”
“people not place”
hands of the state
right punishes / left strokes
Austerity localism
exit strategy for the state
barnet „graph of doom‟ – scripts - technologies
27. R.A.W Rhodes
MARKET HIERARCHY NETWORK
Normative basis Contract – property
rights
Employment
relationship
Complementary
strengths
Means of communication Prices Routines Relational
Means of conflict resolution Haggling – resort to
courts
Administrative
Flat – supervision
Reciprocity reputational
concerns
Degree of flexibility High Low Medium
Amount of commitment
among parties
Low Medium High
Tone or climate Precision and/or
suspicion
Formal bureaucratic Open-ended mutual
benefit
Actor preferences or choices Independent Dependent Interdependent
28.
29.
30.
31.
32.
33.
34. bureaucracy
Perhaps there was a time when the term bureaucracy
had a settled meaning and the institutions it defined
had a standard purpose. If so this time has passed. In
its place has emerged a variety of bureaucracies,
temporary and fixed, public and private... this
profusion of bureaucracies raises important questions
concerning the work that bureaucrats do (Considine
and Lewis, 1999, p. 467).
35.
36.
37. „Pure‟ markets
Conditions for pure markets Associated failures
I All prices are comparable; everything is
traded
1 inability of market to deal with
externalities
2 problem of public and merit
3 existence of good without price
4 transaction costs of exchanges
II market entry is without barriers –
multiple providers and purchasers
5 barriers exist to market entry
6 inequalities exist
7 failures of confidence exist
III maintenance of high volume of
transactions
IV market participants perfectly informed 8 Practical obstacles
V Economy and polity separated 9 Powerful interests created by 5 & 6
become insiders
39. Yes and no…
Hierarchy, generally, is losing its legitimacy while
partnership is in the ascendant as different interest
groups flex their muscles and individuals start to take
back control of their lives from organizations and
governments.
(Handy, 2004: 98)
40. A definition
Governance refers to the processes through which
organisations and institutions articulate interest,
mediate differences, formulate and implement policy,
exercise rights and obligations, manage resources and
perform functions. Ultimately, governance is about
people: structures, institutions, policies and, above all,
relationships.
41. Another definition
Governance can be defined as the capacity of a
country’s institutional matrix (in which individual
actors, firms, social groups, civic organisations and
policy makers interact with each other) to implement
and enforce public policies and to improve private
sector co-ordination
(Ahrens 2002)
42. (yet) another definition
Governance is an emergent set of practices and
processes based on a set of assumptions;
a redefinition of patterns of
legitimacy and effectiveness
a redefinition of scales of public
action
co-evolution of the institutional
context for public action
43. Who might the state act with?
K E Y Q U E S T I O N 3 : I N P U R S U I T O F I T S ’
P U B L I C P O L I C Y O B J E C T I V E S …
44.
45.
46. Figure 1 Combination of market, hierarchy and network
(Thompson et al, 1991pg 17)
H
NM
47. Figure 1 Network encompassing market and hierarchy
(Thompson et al, 1991pg 18)
N H
M
48. Mixed models? More stable?
The distinctive problems of hierarchy, markets and
networks provide an account of three forms of
partnership failure...our model therefore implies that it
is only by mixing hierarchical, market and network
forms of co-ordination that it is possible to avoid the
crippling dysfunctions associated with the pure forms
(Entwistle, Bristow et al. 2007) pp 68
49. Jessop is not hopeful
governance is the cycle of modes of co-ordination. All
modes are prone to dilemmas, contradictions,
paradoxes, and failures but the problems differ with
the mode in question. Markets, states, and
governance fail in different ways. One practical
response to this situation is to combine modes of
policy-making and vary their weight over time –
thereby shifting the forms in which tendencies to
‘failure’ are manifested, and creating room for
manoeuvre. The rediscovery of governance could
mark a fresh revolution in this process – a simple
cyclical response to past state failures
50.
51. Manuel Castells
Networks constitute the new social morphology of our
societies, and the diffusion of networking logic
modifies the operation and outcome in process of
production, experience power and culture (Castells
1996)
52. They are all around us, We rely on them. We are
part of them Networks shape our world, but they
can be confusing; no obvious leader or centre,
no familiar structure and no easy diagram to
describe to them. Networks self organise,
morphing and changes as they react to
interference or breakdown. Networks are the
language of our times but our institutions are not
programmed to understand them
(DEMOS, 2004 pg 3)
53. A mix, then?
The existing literature on policy networks and network governance also
includes a wealth of material on how governments seek to govern in an
era when the certainties and solidities of modernity are perceived as
melting into air.
(1) strategies for co-ordination in terms of political economy
(2) the changing role government relations in an environment if
complex systems
(3) the re-aligning of formal and informal relations between and within
trans-national, national and sub-national levels and
(4) the emasculation of traditional mechanisms of command and
control as government shifts form hierarchy to heterarchy. The
literature points to the emergence of new patterns of governance,
and especially a mix of hierarchy, networks and markets” (Bevir
and Richards, 2009 pp 139)
54. Networks; from “light” to “heavy” explanatory use.
1 network-ing inter-personal and virtual
2 policy networks
3 Market -Hierarchy-Network mix
4 Networked Community Governance ; poly-
centricity and diffusion
5 “Second Generation” “Networked”
Governance Mechanisms/Instruments
55. Good thing? Raco thinks not
(i) Local Government (ii) Local Governance
Bureaucratic
Democratic
Centralised
Collectivised
Municipal
Pursuit of Social/Welfare Goals
Flexible and responsive
Post-democratic
Decentralised
Privatised
Entrepreneurial
Pursuit of Market Goals
57. brokerage
“significance within networks is given to individuals
that act as connectors within a network, boundary
spanners who connect networks, information brokers
and people who are peripheral to the network”
(Granovetter, 1975)
58. Karen Stephenson
And having the networks mapped does not tell you
about the cultural terrain you have to cross in order
to lead effectively; the map is most certainly not
the territory.
Rather it is the lack of a coordinated leadership
network within a network of hierarchies that
produces the lurches, lunging and sputtering we
frequently experience in government.
59. Planning for networks
In planning theory, project planning is part of a certain
regulatory system in public administration generally
referred to as network governance. It developed as a
consequence of new public management reforms that
have been implemented in public organisations in
most western european countries () Planning is
increasingly exercised in a fragmented governance
system consisting of numerous policy networks that
stretch across public and private boundaries
(horizontal governance) and across levels of public
decision making (vertical governance)
60. further
… urban planning is increasingly in a situation where
interactive forms of governance supplement and
sometimes supplant traditional government institutions
and representative democracy. Under these
circumstances a top-down comprehensive urban
planning system based on subordination, control and
detailed deregulation is becoming increasingly difficult
to achieve.
61. Hybrid
planner as
Values and
orientation
Knowledge
combination
Collaboratio
n and
governance
network
forms
Metagoverna
nce forms
Professional
strategist
Professionalism Architecture +
urban planning
communicatio
n
Political/admi
nmanagement
closed and
elite
Network
framing
political and
professional
Manager Implementation
political fit
Urban dev +
politics +
policy
communicatio
n
Formal elistist Legal
formation
Network
design
Market
planner
Market,
competition,
financially
feasible
Urban and
economic
development
communicatio
n
Contractors
etc.
Closed elitist
Limited
political
framing
financial
regulation
Process
planner
Establishment of
communities and
consensus.
Urban
development +
organisations
Wide political
and admin
Open and
Politcal goals
Discursive
frames
62. 2 Examples
1) Professor Nick Crossley
2) Christakis and Fowler
3) Krebs and Holley
4) Malcolm Gladwell
63. Social network analysis
“Network methods are seen as a means of
mapping roles comprehensively, so allowing “real”
qualities of social structures to be delineated …the
basic presumption of SNA is that sociograms of
points and lines can be used to represent agents
and their social relations. The pattern of
connections among these lines in a sociogram
represents the relational structure of a society or
social group” (Knox, 2006)
64. Prof. Nic Crossley
Post punk music scenes
Comparison with London and Manchester
2 time intervals
1976
1980
Argues that brokerage function for/of is integral to
development of music scene
65.
66.
67.
68.
69. Medium Polarization
Complete Polarization
A module (“community”) is a groups of people with many ties to each
other and few ties to other groups. The more modular a network is, the
more polarized it is.
High Polarization
Low Polarization
70. You might think increased discussion would bring us politically closer but this map of
political blogs in America shows otherwise.
Online social networks appear to be strongly homophilous and polarized.
71. This figure of the Iranian political blogosphere shows that the government allows a wide
range of political discourse -- even criticisms of the government!
72.
73. Network Weaving
4 phases
Scattered Fragments
Hub and Spoke
Small Worlds
Integrated
84. Matthew Taylor
Social networks are important; understanding
and using them can make a significant
contribution tapping into civic capacity and
meeting public policy goals. Social networks are
complex and the way they operate
unpredictable.
An emphasis on social networks changes not just
the focus and design of public policy, but the
whole way we think about success and failure.
85. Knowing and knitting
Building sustainable communities through
improving their connectivity – internally and
externally- using network ties to create
economic opportunities.
Improved connectivity is created through an
iterative process of knowing the network and
knitting the network
Appalachian centre for Economic Networks
86.
87. v. Meeting societal challenges
„Deep green‟ environmentalism - 3 planet living
Spirit level type arguments : inequalities gini
Decroissance movement (slow food – etc.)
Anti-capitalist anti-globalisation formations :
occupy
Radical roots of town planning…
But unease and alternate discourses counterpoint
industrialisation / urbanisation forever
