In particular, the case study highlights how a collective vision can facilitate commitment to and engagement with new policy in complex organisational environments.
Although implementation was not without tensions and weaknesses, particularly at the front-line of the PHC system, the case study highlights how a collective vision can facilitate commitment to and engagement with new policy in complex organisational environments.
For example, from the point of view of managers changing policy in complex sociotechnical systems, there will typically be long lags between the implementation of a change in policy and the ultimate feedback that results from the percolation of that change through the many nested control loops in the system.
Departing from theories on policy coherence and multi-level governance, this paper therefore analyses Swedish water governance as a case to further our understanding of policy implementation in complex governance structures: how does policy coherence (or the lack thereof) affect policy implementation in complex governance structures?
This study of the Swedish case indicates that the role of the state as a navigator and rudder-holder is important in order to improve policy implementation in complex governance structures – otherwise; bureaucrats risk being lost in an incoherent archipelago of ecological, social and economic goals.
For example, Lindblom's construct of muddling, where he suggests that effective policy-making in complex organisations involves an incremental approach of trial and error, as opposed to any formally computational approach to making absolutely right decisions, is consistent with the observing and controlling framework suggested here.
Those who advocate talking to Hamas are urging a Groucho-Marxist policy in a complex, unstable region.
But if Ms. Power was able to prick the collective conscience of elected officials as an outsider, on the inside she has confronted the difficulties of making policy in a complex environment with competing demands.
The HENVINET portal was created as a platform to bring together stakeholders from different backgrounds to bridge the gap between science and policy in the complex fields of E&H.
In particular, the interviews with external stakeholders identified that ICDDR,B researchers employed a range of mechanisms for disseminating information and policy engagement, and that building relationships between researchers and policy makers had been key to influencing policy in the complex and dynamic political environment of Bangladesh.
