Multi-level (or multilevel) governance is a term used to describe the way power is spread vertically between levels of government and horizontally across multiple quasi-government and non-governmental organizations and actors https://en.wikipedia.org/wiki/Multi-level_governance (more)

Arthur Koestler CBE (UK: /ˈkɜːstlər/, US: /ˈkɛst-/; German: [ˈkœstlɐ]; Hungarian: Kösztler Artúr; 5 September 1905 – 1 March 1983) was an Austro-Hungarian-born author and journalist. Koestler was born in Budapest, and apart from his early school years, was educated in Austria. In 1931, Koestler joined the Communist Party of Germany, but he resigned in 1938 after becoming disillusioned with Stalinism. Having moved to Britain in 1940, he published his novel Darkness at Noon, an anti-totalitarian work that gained him international fame. Over the next 43 years, Koestler espoused many political causes and wrote novels, memoirs, biographies, and numerous essays. In 1949, Koestler began secretly working with a British Cold War anti-communist propaganda department known as the Information Research Department (IRD), which would republish and distribute many of his works, and also fund his activities. https://en.wikipedia.org/wiki/Arthur_Koestler

*Holacracy is a social technology or system of organizational governance (Organization Model) in which authority and decision-making are distributed throughout a holarchy of self-organizing teams rather than being vested in a management hierarchy. The Holacracy system was incubated at Ternary Software, an Exton, Pennsylvania, company that was noted for experimenting with more democratic forms of organizational governance.[3] Ternary founder Brian Robertson distilled the best practices into an organizational system that became known as Holacracy in 2007.[4] Robertson later developed the HolacracyConstitution in 2010, which lays out the core principles and practices of the system, and has supported companies in adopting it. In June of 2015, Robertson released a book, Holacracy: The New Management System for a Rapidly Changing World, that details and explains the practices of Holacracy. (more)

Recognition that the Internet allows for a larger portion of Social Organization (not just the Network Economy) to be based on Networks of small groups and individuals where large Command And Control organizations were previously necessary. (more)

John Cutler: TBM 230: From Prioritization to Accountability (and Autonomy). If you don't provide your product's investment and governance framework, one will be provided to you. And the person providing that framework (e.g., finance, sales, or marketing) will not create a framework that is friendly to making great products. (more)

improvement on roadmap

Janna Bastow: Why I Invented the Now-Next-Later Roadmap. The Now-Next-Later roadmap exists because timeline roadmaps aren’t effective, simple as that. Timeline roadmaps insist on deadlines, which means product teams are deprived of the flexibility that allows them to do their best work. (more)

a BlogBiz based on creating a number of WebLogs (more)

term from Manuel Castells (more)

Network governance is "interfirm coordination that is characterized by organic or informal social system, in contrast to bureaucratic structures within firms and formal relationships between them. https://en.wikipedia.org/wiki/Network_governance (more)

see Great Game

governance system/structure with multiple "centers". A big theme of Elinor Ostrom. Does each need a Minimal Compact? Is the infinite version Network Governance?

Dan Davies: why and when what works won't (part 2). This might be one of the factors behind the often disappointing performance of “evidence based” initiatives. Starting out with a mission statement to “do what works” often means failing to follow the Sparrow sequence of actions (identify a problem – gather evidence to understand it – solve the problem – tell everyone what you did). (2023-05-10 DaviesWhyWhenWhatWorksWontPart1) (more)

Dan Davies: slimmed down, dumbed down. A gratifying, albeit terrifying, experience since writing the book has been that people have written to me saying “how would you recommend actually implementing this model?”. (more)

Dan Davies: incompetence is a form of bias. People will sometimes attribute unfair outcomes, particularly of state processes, to incompetence rather than bias. But, as my slogan suggests, incompetence is itself a bias, because it’s a bias in favour of people who can get mistakes corrected. (more)

Dan Davies: why/when what works won't (part 1). I’ve mentioned the name of Malcolm Sparrow before (more)

Dan Davies: the purpose of a system is you can't always get what you want. The “POSIWID” principle is more trouble than it’s worth (more)

Dan Davies: seeing like a right old state. I found that yesterday’s post on James C Scott’s “Seeing Like A State” was growing out of control. (2024-08-01 DaviesSeeingLikeAStateMachine) I thought I’d do “part 2” of seeing like a state. (more)

Dan Davies: history is the bygone which won't stay bygone. One of the many silly little bees that buzz round my bonnet is the following argument against “the lessons of history”. (more)

Dan Davies: seeing like a state machine. I was asked by a friend to expand on this short comment, in obituary for the political thinker and author of “Seeing Like A State”, James C Scott: (more)