Mapping the Great Beyond: Identifying Meaningful Networks in

More documents

Recommendations

Info

Part 2: A network based approach to resource mapping, information coordination and planning at the strategic level It has taken some time, but in the face of new challenges—and the availability of new technologies—governments are, at last, facing up to the crucial policy value, both domestic and foreign, of networks. This extends well beyond the level of day-to-day practice, to visualizing a network to aid strategic level planning. The April 2009 Strategic Communication Science and Technology Plan from the U.S. Department of Defense, for example, highlighted the perennial challenges of interagency interactions and the need to equip for an evolving information-based future. 42 The challenge faced working across government agencies is further expanded by the recognition that governments have been gradually losing their grip on communication with communities abroad. 43 The Defense Science Board has also stressed “the need for people and organizations involved in [Strategic Communication] to share both data and results across the entire community.” 44 This need has arisen because “many federal, state, and local nongovernmental, corporate, and individual enterprises originating in the United States are involved in strategic communication with foreign audiences.” 45 The Department of Defense was not the only one to recognize this. Condoleezza Rice, when Secretary of State, argued: “The solutions to the challenges of the 21st Century are not going to be met by government working alone. They come from all sectors of American society working together.” 46
32 MAPPING THE GREAT BEYOND This need for coordination and a holistic approach to engaging across departments, and with stakeholders outside government, was also reemphasized by the White Oak Recommendations, which called for greater coordination and a “quarterback” for PD to enforce and facilitate this coordination. 47 These attempts at fostering coordination, including the Carter Review in the U.K., focus predominantly on bureaucratic responses to overcoming the silos, “organizational stovepipes” or “departmental rivalry.” 48 An alternative, in line with a holistic approach to stake-holder engagement, would be to take a network based approach to understanding the use of resources and the communities with which government engages. Information is one of the keys to coordination with both government agencies and the private sector. The ability to visualize this information and rapidly identify opportunities for coordination provided by network analysis has potential to multiply the impact of Public Diplomacy initiatives. For years now the importance for an individual to engage in networking to get ahead has been understood; the network is equally important for organizations in their strategic decision making. The alternative is that impact will continue to leak away through gaps in an organization’s knowledge. Humans huddle: The benefit of a networked approach Knowing which groups you work with and with which communities you engage is essential when preparing for an information based future and when facing the challenges of the 21 st Century. 49 Mapping the network of communities with which an organization has contact should form a central part of the wider planning for Public Diplomacy and related communications. This is ultimately because network mapping allows an organization to easily see what resources, broadly conceived, it has available. Humans huddle; we all live in networks and any data we receive, from orders through a chain of command, to gossip, emails and social
Page 2 and 3: MAPPING THE GREAT BEYOND: Identifyi
Page 4 and 5: CPD Perspectives on Public Diplomac
Page 6 and 7: INTRODUCTION Accompanying [the] acc
Page 8 and 9: MAPPING THE GREAT BEYOND 7 of actio
Page 10 and 11: MAPPING THE GREAT BEYOND 9 signific
Page 12 and 13: MAPPING THE GREAT BEYOND 11 place c
Page 14 and 15: MAPPING THE GREAT BEYOND 13 with li
Page 16 and 17: MAPPING THE GREAT BEYOND 15 practit
Page 18 and 19: MAPPING THE GREAT BEYOND 17 analysi
Page 20 and 21: MAPPING THE GREAT BEYOND 19 A publi
Page 22 and 23: MAPPING THE GREAT BEYOND 21 This an
Page 24 and 25: MAPPING THE GREAT BEYOND 23 with ea
Page 26 and 27: MAPPING THE GREAT BEYOND 25 tweetin
Page 28 and 29: MAPPING THE GREAT BEYOND 27 Figure
Page 30 and 31: MAPPING THE GREAT BEYOND 29 account
Page 34 and 35: MAPPING THE GREAT BEYOND 33 media,
Page 36 and 37: MAPPING THE GREAT BEYOND 35 How can
Page 38 and 39: MAPPING THE GREAT BEYOND 37 the res
Page 44 and 45: MAPPING THE GREAT BEYOND 43 This ne
Page 46 and 47: MAPPING THE GREAT BEYOND 45 project
Page 48 and 49: MAPPING THE GREAT BEYOND 47 #helpir
Page 50 and 51: MAPPING THE GREAT BEYOND 49 collect
Page 52 and 53: Part 3 Evaluation: a network based
Page 54 and 55: MAPPING THE GREAT BEYOND 53 Case St
Page 56 and 57: MAPPING THE GREAT BEYOND 55 connect
Page 58 and 59: MAPPING THE GREAT BEYOND 57 • The
Page 62 and 63: MAPPING THE GREAT BEYOND 61 Take fo
Page 64 and 65: MAPPING THE GREAT BEYOND 63 America
Page 66 and 67: MAPPING THE GREAT BEYOND 65 Using a
Page 68 and 69: MAPPING THE GREAT BEYOND 67 there a
Page 70 and 71: MAPPING THE GREAT BEYOND 69 and the
Page 72 and 73: Conclusion: a networked future for
Page 74 and 75: MAPPING THE GREAT BEYOND 73 • To
Page 76 and 77: MAPPING THE GREAT BEYOND 75 Endnote
Page 78 and 79: MAPPING THE GREAT BEYOND 77 Challen
Page 80 and 81: MAPPING THE GREAT BEYOND 79 43 Ali
Page 82 and 83:
MAPPING THE GREAT BEYOND 81 Plant N
Page 84 and 85:
MAPPING THE GREAT BEYOND 83 83 ‘T
Page 86:
MAPPING THE GREAT BEYOND 85 Other P
show all

Mapping the Great Beyond: Identifying Meaningful Networks in

Create successful ePaper yourself

Delete template?

Save as template?