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32 MAPPING THE GREAT BEYOND<br />

This need for coord<strong>in</strong>ation and a holistic approach to engag<strong>in</strong>g<br />

across departments, and with stakeholders outside government, was<br />

also reemphasized by <strong>the</strong> White Oak Recommendations, which called<br />

for greater coord<strong>in</strong>ation and a “quarterback” for PD to enforce and<br />

facilitate this coord<strong>in</strong>ation. 47 These attempts at foster<strong>in</strong>g coord<strong>in</strong>ation,<br />

<strong>in</strong>clud<strong>in</strong>g <strong>the</strong> Carter Review <strong>in</strong> <strong>the</strong> U.K., focus predom<strong>in</strong>antly on<br />

bureaucratic responses to overcom<strong>in</strong>g <strong>the</strong> silos, “organizational<br />

stovepipes” or “departmental rivalry.” 48 An alternative, <strong>in</strong> l<strong>in</strong>e with<br />

a holistic approach to stake-holder engagement, would be to take a<br />

network based approach to understand<strong>in</strong>g <strong>the</strong> use of resources and<br />

<strong>the</strong> communities with which government engages. Information is one<br />

of <strong>the</strong> keys to coord<strong>in</strong>ation with both government agencies and <strong>the</strong><br />

private sector. The ability to visualize this <strong>in</strong>formation and rapidly<br />

identify opportunities for coord<strong>in</strong>ation provided by network analysis<br />

has potential to multiply <strong>the</strong> impact of Public Diplomacy <strong>in</strong>itiatives.<br />

For years now <strong>the</strong> importance for an <strong>in</strong>dividual to engage <strong>in</strong><br />

network<strong>in</strong>g to get ahead has been understood; <strong>the</strong> network is equally<br />

important for organizations <strong>in</strong> <strong>the</strong>ir strategic decision mak<strong>in</strong>g. The<br />

alternative is that impact will cont<strong>in</strong>ue to leak away through gaps <strong>in</strong><br />

an organization’s knowledge.<br />

Humans huddle: The benefit of a networked approach<br />

Know<strong>in</strong>g which groups you work with and with which<br />

communities you engage is essential when prepar<strong>in</strong>g for an<br />

<strong>in</strong>formation based future and when fac<strong>in</strong>g <strong>the</strong> challenges of <strong>the</strong><br />

21 st Century. 49 <strong>Mapp<strong>in</strong>g</strong> <strong>the</strong> network of communities with which<br />

an organization has contact should form a central part of <strong>the</strong> wider<br />

plann<strong>in</strong>g for Public Diplomacy and related communications. This<br />

is ultimately because network mapp<strong>in</strong>g allows an organization to<br />

easily see what resources, broadly conceived, it has available.<br />

Humans huddle; we all live <strong>in</strong> networks and any data we receive,<br />

from orders through a cha<strong>in</strong> of command, to gossip, emails and social

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