Almost. I have sent a full draft following external feedback and review (next stage: copy-editing). All going well, it will be out in November 2019.
The IAD provides a language, and way of thinking, about the ways in which different institutions foster collective action. The language is so complicated that I have cheated by summarising key terms in this box (and describing polycentric governance in a different post) to stay within the 1000 words limit:
Governing the Commons
For me, the best way to understand the IAD is through the lens of Governing the Commons (and the research agenda it inspired), which explains how to rethink ‘tragedies of the commons’ and encourage better management of common pool resources (CPRs).
Ostrom rejects the uncritical use of rational choice games to conclude – too quickly – that disastrous collective action problems are inevitable unless we ‘privatize’ commons or secure major government intervention (which is tricky anyway when global problems require international cooperation). The tragedy of the commons presents a too-bleak view of humanity, in which it would be surprising to find cooperation even when the fate of the world is in human hands.
Alternatively, what if there is evidence that people often work collectively and effectively without major coercion? People are social beings who share information, build trust by becoming known as reliable and predictable, and come together to produce, monitor and enforce rules for the group’s benefit. They produce agreements with each other that could be enforced if necessary.
The IAD helps us analyse these cooperative arrangements. Ostrom describes 8 ‘design principles’ of enduring and effective CPR management shared by many real world examples:
These design principles help explain why some communities manage CPRs successfully. They allow users to share the same commitment and expect the long-term benefits to be worthwhile.
However, Ostrom stressed that there is no blueprint – no hard and fast rules – to CPR management. There are three particular complications:
Good management requires high trust to encourage norms of reciprocity. Trust is crucial to minimizing the costs of compliance monitoring and enforcement. Trust may develop when participants communicate regularly, share an understanding of their common interests, reciprocate each other’s cooperation, and have proven reliable in the past.
Design principles are important to developing trust and solidarity, but so are ‘evolutionary’ changes to behaviour. Actors have often learned about rule efficacy – to encourage cooperation and punish opportunism – through trial-and-error over a long period, beginning with simple, low-cost operational rules producing quick wins.
Institutions contain a large, complicated set of rules that serve many different purposes, and need to be understood and analysed in different ways.
Different purposes include:
We also need to analyse the relative costs and simplicity of different rules, and the rules about the other rules, including
By now, you may be thinking that the IAD – and analysis of resource management – is complicated. This is true, partly because each case study – of the physical conditions and social practices regarding resource management – is different in some way. We can use the IAD to compare experiences, but accept that a profoundly successful scheme in one context may fail miserably in another.
Simplicity versus complexity: the world is complex, but should our analysis follow suit?
Indeed, this is why we need to think about rational choice games and the IAD simultaneously, to understand the analytical trade-offs.
Game theory laboratory experiments – built on simple rules and relatively small numbers of parameters – produce parsimonious analysis and results that we can understand relatively easily.
We may reject simple games as unrealistic, but what if we take this criticism to its extreme?
IAD in-depth field studies embrace complexity to try to understand the key dimensions of each study’s context. When we put them all together, there are too many concepts, variables, global applications, and variations-by-context, to contain in a simple theory.
The IAD addresses this trade off by offering a language to help organize research, encouraging people to learn it then use it to apply many different theories to explain different parts of the whole picture.
In other words, it is OK to reject simple models as unrealistic, but to embrace real-world complexity may require a rather complicated language.
Policy Concepts in 1000 Words: Rational Choice and the IAD (the older post for the 1st edition)
Many theories in this 1000 words series describe multiple policymaking venues. They encourage us to give up on the idea of an all-knowing, all-powerful national central government. Instead, there are many venues in which to make authoritative choices, each contributing to what we call policy.
The word ‘multi-centric’ (coined by Professor Tanya Heikkila, with me and Dr Matt Wood) does not suggest that every venue is of equal importance or power. Rather, it prompts us not to miss something important by focusing too narrowly on one single (alleged) centre of authority.
To some extent, multi-centric policymaking results from choice. Many federal political systems have constitutions that divide power between executive, legislative, and judicial branches, or give some protection to subnational governments. Many others have become ‘quasi-federal’ more organically, by sharing responsibilities with supranational and subnational governments. In such cases, there is explicit choice to distribute power and share responsibility for making policy (albeit with some competition to assert power or shuffle-off responsibility).
However, for the most part, this series helps explain the necessity of multi-centric policymaking with reference to two concepts:
Both factors combine to provide major limits to single central government control. Elected policymakers deal with bounded rationality by prioritising some issues and, necessarily, delegating responsibility for the rest. Delegation may be inside or outside of central government.
1000 Words theories describing multi-centric government directly
Multi-level governance describes the sharing of power vertically, between many levels of government, and horizontally, between many governmental, quasi-non-governmental and non-governmental organisations. Many studies focus on the diffusion of power within specific areas like the European Union – highlighting choice – but the term ‘governance’ has a wider connection to the necessity of MLG.
For example, part of MLG’s origin story is previous work to help explain the pervasiveness of policy networks:
Polycentricity describes (a) ‘many decision centers’ with their own separate authority, (b) ‘operating under an overarching set of rules’, but with (c) a sense of ‘spontaneous order’ in which no single centre controls the rules or outcomes. Polycentric governance describes ‘policymaking centres with overlapping authority; they often work together to make decisions, but may also engage in competition or conflict’.
This work on polycentric governance comes primarily from the Institutional Analysis and Development (IAD) framework that helps compare the effectiveness of institutions designed to foster collective action. For example, Ostrom identifies the conditions under which non-governmental institutions can help manage ‘common pool resources’ effectively, while IAD-inspired studies of municipal governance examine how many ‘centres’ can cooperate as or more effectively than a single central government.
Complexity theory has a less clear origin story, but we can identify key elements of complex systems:
Systems contain many actors interacting with many other actors. They follow and reproduce rules, which help explain long periods of regular behaviour. Or, many actors and rules collide when they interact, producing the potential for many bursts of instability. In each case, the system is too large and unpredictable to be subject to central control.
1000 Words theories describing multi-centric government indirectly
Many other theories in this series describe multi-centric policymaking – or aspects of it – without using this term directly. Examples include:
Punctuated equilibrium theory suggests that (a) policymakers at the ‘centre’ of government could pay attention to, and influence, most issues, but (b) they can only focus on a small number and must ignore the rest. Very few issues reach the ‘macropolitical’ agenda. Multiple policymaking organisations process the rest out of the public spotlight.
Multiple streams analysis turns the notion of a policy cycle on its head, and emphasises serendipity over control. Policy does not change until three things come together at the right ‘window of opportunity’: attention to a problem rises, a feasible solution exists, and policymakers have the motive and opportunity to act. Modern MSA studies show that such windows exist at multiple levels of government.
The advocacy coalition framework describes the interaction between many policymakers and influencers. Coalitions contain actors from many levels and types of government, cooperating and competing within subsystems (see networks). They are surrounded by a wider context – over which no single actor has direct control – that provides the impetus for ‘shocks’ to each coalition.
In such accounts, the emphasis is on high levels of complexity, the potential for instability, and the lack of central control over policymaking and policy outcomes. The policy process is not well described with reference to a small group of policymakers at the heart of government.
The implications for strategy and accountability
Making Policy in a Complex World explores the implications of multi-centric policymaking for wider issues including: