List of illustrations |
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viii | |
Preface |
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xi | |
1 Uncertainties in dealing with complex problems in the network society |
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1 | (16) |
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1.1 Introduction: dealing with complex problems |
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1 | (1) |
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1.2 Problem solving and decision making in the network society |
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2 | (4) |
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1.3 Uncertainties: wicked societal problems |
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6 | (1) |
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1.4 Dealing with uncertainties: the inadequacy of standard responses |
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7 | (2) |
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1.5 Managing uncertainties in complex networks: a network perspective |
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9 | (3) |
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1.6 Objectives, research question and structure of this book |
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12 | (5) |
PART I Analysis of uncertainties in dealing with complex problems in networks |
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17 | (114) |
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2 Uncertainty about content: knowledge conflicts and asymmetrical debates |
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19 | (20) |
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2.1 Uncertainty about content: an introduction |
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19 | (5) |
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2.2 Two responses to substantive uncertainty and their implications |
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24 | (4) |
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2.3 Sources of substantive uncertainty: problem frames and ambiguity |
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28 | (9) |
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2.4 Conclusion: dealing with substantive uncertainty |
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37 | (2) |
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3 Uncertainty and process: problem solving as a strategic game |
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39 | (27) |
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3.1 Strategic uncertainty in problem solving: introduction |
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39 | (3) |
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3.2 Theories of problem solving: from rational model to game approach |
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42 | (3) |
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3.3 The basic elements of the policy game |
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45 | (6) |
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3.4 Theoretical interlude: the fragmented nature of policy games as a source of uncertainty |
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51 | (4) |
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3.5 Fragmented policy games: problem solving at the crossroads of arenas and games |
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55 | (4) |
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3.6 The evolution of the policy game: rounds, impasses and breakthroughs |
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59 | (2) |
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3.7 Outcomes of the policy game: impacts on content, process and institutions |
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61 | (4) |
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3.8 Conclusion: dealing with strategic uncertainty |
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65 | (1) |
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4 Uncertainty and institutions: patterns, rules and trust |
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66 | (24) |
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4.1 Networks as the institutional context for interaction and games |
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66 | (3) |
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4.2 Towards an institutional network theory |
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69 | (5) |
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4.3 Institutional theories and the network theory: an interlude |
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74 | (3) |
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4.4 Rules in networks: a social infrastructure |
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77 | (5) |
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4.5 Trust as a help against uncertainty |
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82 | (5) |
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4.6 Conclusion: closedness, complexity and change |
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87 | (3) |
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5 Uncertainties and governments: old and new responses |
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90 | (23) |
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5.1 Introduction: government responses to uncertainty |
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90 | (1) |
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5.2 The primacy of politics: a problematic doctrine |
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91 | (4) |
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5.3 Standard response to uncertainty: central norms and consultation |
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95 | (6) |
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5.4 New Public Management response: markets and contracts as an answer to uncertainty |
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101 | (6) |
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5.5 Governance: horizontal steering and cooperation as an answer to uncertainty |
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107 | (4) |
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5.6 Conclusion: governance and the need for network management |
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111 | (2) |
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6 Summing up: dealing with uncertainties in networks |
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113 | (20) |
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6.1 Introduction: building blocks for a theoretical framework |
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113 | (1) |
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6.2 A network approach to problem solving and decision making |
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113 | (2) |
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6.3 Explanations for the evolution and outcome of policy games in networks |
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115 | (7) |
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6.4 Assessing the evolution and outcomes of policy games |
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122 | (7) |
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129 | (2) |
PART 2 Management of uncertainties in dealing with complex problems in networks |
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131 | (130) |
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7 Mapping uncertainties in games and networks |
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133 | (27) |
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133 | (2) |
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7.2 Actor, game and network analysis: an overview |
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135 | (1) |
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7.3 Actor analysis: identifying actors, problems, perceptions and dependencies |
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135 | (12) |
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7.4 Game analysis: identification and analysis of arenas, progress and stagnation |
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147 | (4) |
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7.5 The network: analysis of interactions, relations and rules |
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151 | (7) |
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7.6 Reflection: the opportunities and limitations of a stepwise plan |
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158 | (2) |
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8 Managing content: furthering cross-frame reflection and the creation of negotiated knowledge |
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160 | (24) |
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160 | (1) |
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8.2 Improving frame reflection and cross frame learning |
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161 | (14) |
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8.3 Arranging research activities: the furtherance of negotiated knowledge |
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175 | (8) |
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8.4 Conclusion: conditions for cognitive learning |
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183 | (1) |
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9 Managing the game: selective couplings, rules of the game and process management |
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184 | (28) |
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184 | (2) |
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9.2 Managing the game: general principles |
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186 | (2) |
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9.3 Game management as couplings and decouplings of actors, arenas and games |
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188 | (4) |
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9.4 Game management as furthering the creation of the rules of the game |
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192 | (11) |
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9.5 Game management as facilitating the game |
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203 | (7) |
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9.6 Conclusion: conditions for managing strategic uncertainties |
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210 | (2) |
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10 Managing the network: strategies for institutional design |
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212 | (28) |
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10.1 Introduction: intertwinement or disentanglement? |
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212 | (3) |
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10.2 Changing network rules: tinkering at the foundation of the network |
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215 | (11) |
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10.3 Robust changes of perceptions: reaming |
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226 | (4) |
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10.4 Enhancing trust: a matter of patience |
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230 | (2) |
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10.5 The role of political bodies: a design proposal |
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232 | (7) |
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10.6 Conclusions: the possibilities and pitfalls of institutional design |
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239 | (1) |
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11 Managing uncertainties in networks |
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240 | (21) |
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240 | (1) |
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11.2 Management of uncertainties in networks: disentanglers and entanglers |
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241 | (2) |
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11.3 The management of uncertainties in network settings: the repertoire of strategies |
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243 | (6) |
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11.4 The choice of network management strategies |
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249 | (8) |
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11.5 Some reflections upon the management of uncertainties |
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257 | (4) |
Bibliography |
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261 | (17) |
Index |
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278 | |