WSP11851

• File Number: 8065
• Description: Section D General Statewide Issues - Endangered Species Act - Fisheries
• State: CO
• Basin: Statewide
• Date: 11/1/1983
• Author: Various
• Title: Endangered Species Act - Various Reports - 1980s - 11-01-83 through 09-13-89
• Water Supply Pro - Doc Type: Report/Study

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Figure 2. A hrpollit'lictl eX3mple of lour bUfc:H1aaCl<.:\ all
"""tlllilli-: on lilt: ~dllIC-'.;t"k and all Ur~;)l1jL. l..Klf.lllt:! nrg,Hli;r;\
I"'~I ('~I),.d:i~. or II'U-. 'lL:fl~: anrl r:onrO'll:tll!l? ~lJC(t.\\rlll1.;J~J..
(.)Jl,P:('Uflll ;\0\<.: ii. ti'l" /)lllt:.IU(J":J(IL:\ ;llC IU)(::II IlIer.ll-
dul's. ""!1I1c the parallel Or~d.ml.JliCJIl 1'-' a horizontal. fJexibl~
ofj.!;Jnll.t:'d S(rUClurc.

!);Jr;jllcl and oUI"t'allcr~ljc StruClllrC:'~ pro\"J(k", 1"1)1 ;JJI
0\ (:'1 ;dl more efficient oJ-leratlOlI. Ne\'erlhcle~$.. e\'en if
p:iLlllel oq~;Hli/..ali()ll~ .lrt: set up. agcll(~ ;jcilllini~-
trators IJIlIS( ellsure Ih;]! (ht'~. are nOI taken o\'er h~
oureJucrJlic values and procedure:.. A hypmhelic.J1
example of a parallel organiz:J.lion mig-hl mclude up 10
J(J or IS people. each tas"--orienred. per...on:lIJ~ and
prolcssi(lnall~' capablt of wor"-illg v,:ilh comrie>. nnd
highl~' uncertain problems. and capaLle of ......orklllg
closelr wgelher over pedlaps s.e\'eral ~'ear:-. T rddi-
liollal reC0\t'T)" tcams silo..': a re\\' of the features of <.I
parallel org;miZJlion but IJl:JY include people \\'110 are
process .md role oriemed, \\'ho seek :1d\'anwge lor
lheir o.....n 01 L.'"aniz;nJoll af the expense or open, cooper-
;Hive problem soh-ing. Perh<lps llle <tgcllcle~ need 1O
u:-e tr<ldiLiOfI~t1 L-isk-olielHed reco\'er:- 1t:;:lIns as parallel
to manage org;:mizational performance.
T::is"- IlJrccs ami rr~je(l learns addressmg endan-
rt'fed wildldc.: rroblelll~ em Ix- installed as parallel OT-

UOIlS 1l1\'ol\'(:"d. Tas"- j~)rcts are temporary le;lms. fo-

lw,~,i (1:1 ~llOn<l:rll; p,(.h:el1ls, \'.I,(:rl".~' proj;'(1 leam'-
J.lt' Illort.: penllanc:l,- teJl1,S fOCliS~J on long-ltTlll \II
conuntling prolJkIll:.. III lKllh. teJm buiJdlllg i:- re-
quired to bnng alxHll dlt dim;lIe of coopc:rall\"C
prohlem solving. Communicauon should Ue c;.;tcllsi\'l'
among learn members, morJle should be 11Igh. <ind the
focus should be on sULCt'.\sful tJsk completion. Al-
though mdllagerial .....or"- 10 Lhese (eams is otmJllulIlg.
reqlllring skill III slaffill~. kJderslllp. cOllllTlulliG:l\ions.
plallning. organizing. declsioll m;Jk...illg. and handling
and usmg IIllormation (MlIl17.Ocrg 1 ~~71. Brind.Jew
and Coughlin 1977). priJ!nsHHl,ll., \\"or"-l1l!-! ,....j[hin
thcm \\iJl find Il ~;I."'lI'r w l'xer('I~t' 12'. n("f:l11\'C r;!li,.-
nalilY and creau\'(: prohklH ~okin!!.. \,I,hich they GIll
men Lake back [Q [heir agencies, \\'e believe such teams
hold greal promise in addressing highl~' uncerLain re.
cm'en l....,,,k,,.

Coordinating. Dee'sion Mahng. ilnd Conflict.
Managing Recovery Pro~Hanls

EfleclI\"(: I e(O\'Cl":O programs Ilt:ed illlt"p:1 Jlin~ CO( 11-
dlllJlion. Limt:ly declSloll ll1:d':'lllg. ;Hld producu\'c.: (Oil'
niCl managellu:lll. The~t all rcyuirt: ...peClal s"-ills ~lIld
knO\\'ledge alx)lJl a host or nonbureallcrat.ic m::mJ!;t"-
men( designs and pruct::dt1res. Thc:-t'_ of course. art
not the onl\- mana~elllt'lll IUI1CllOm thlJt need anell-
[' \ I, ~,l;1 l; It: ,I!' .. "'.1 \; {.I K.' t~._' \" .:(.
caused problems III tht rt'cO\'en' .<IrCIl:1.

Coordinating Roles' Integrating for AC!lon

Since handling and usmg IIllormJLion arc ;WHHll;
lhe primar,' f unctiolls uf orgallizJtions, Jlld since Ill-
fonnation processing needs change and increa.se '....nil
a highlr uncertain task enviwnlllellL a coordillatol
c.an playa key role in lJllilding a heallh~' and prochlc-
li\'e coalition by speeding Lhe f]O\\' of mformauon, Lhus
impro\'ing the qualit)' and timcline~s or decisions, and
uILim;uely. lhe Sllccess of tilt' ellure program. Coordi-
nators are "idea brokers" (Galbrai[h 19i7) who help in
managing the problem-solving or decislon-maling
process iL"e1f. With no dlrecl authorilY and no slaff.
the coordinalor's job is 10 pbce himself at the crus'--
roads of se\'eral informaLion Slreams, ba[h h-ithin his
own hierarch)' and between scn:'fal depanmenL" or or-
ganizations. The coordinator's goal should be to a1lay
uncena.inlY and increase trust among parucipanLS and
10 equa.Jize power to pre\'ent some parucipanL'i from
using crass power as an instrument in decision making
(Galbraith 1977)_ They should not ma"-e decisions. as-
Sl!!!",e ad\'DCac}' positions. or .stifle problem.soh-ing be-

broad knowledge and compelence: freedom from