Ecological Governance:

Organizing Principles for an Emerging Era

Peter J. Robertson

School of Policy, Planning, and Development

University of Southern California

RGL 222, MC 0626

Los Angeles, CA 90089

Ph: 213-740-0353

Fax: 213-740-0001

robertso@usc.edu

September, 2007

ECOLOGICAL GOVERNANCE:

ORGANIZING PRINCIPLES FOR AN EMERGING ERA

ABSTRACT

The paper argues that the significant reforms being implemented in governance systems around

the world reflect a broader transition of society from the modern to a new emerging era. This

transition is framed in terms of a shift from a mechanistic to an ecological worldview, which has

been stimulated by a number of developments throughout the 20th century. In contrast to the

mechanistic orientation towards reductionism, prediction and control, and competition, an

ecological worldview emphasizes the interconnectedness, self-organizing capacity, and

coevolutionary dynamics of all natural systems. This emergent worldview yields useful insights

regarding the purpose, design, process, and relationships characteristic of organizations that

desire to play an effective role in the future governance of society. The discussion identifies

specific changes compatible with these four themes that are already being adopted by many

public and private organizations. The concluding section addresses various factors that could

influence the extent to which ecological governance systems replace modern mechanistic

institutions, suggesting that systemic transformation may be necessary to insure a sustainable

future for humanity.

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ECOLOGICAL GOVERNANCE:

ORGANIZING PRINCIPLES FOR AN EMERGING ERA

A significant trend in the field of public administration at present is the broadening of its

focus, with attention now being given to the more expansive notion of governance in contrast to

the field’s primary emphasis historically on the more limited issues of government (Bingham,

Nabatchi, and O’Leary 2005; Keohane and Nye 2000; Kettl 2000; Lynn, Heinrich, and Hill

2001; Milward and Provan 2000; Peters and Pierre 1998). This shift reflects the systemic

changes taking place in the world of practice, where a quarter-century of devolution,

decentralization, downsizing, and debureaucratization coupled with privatization, contracting

out, and the adoption of business management techniques has slowly yet inexorably been

reconfiguring the organizational systems through which public interests are being served. Seen

first in such management fads as total quality management (Cohen and Brand 1993; Schmidt and

Finnigan 1992) and re-engineering (Linden 1994) and then in the more inclusive reinventing

government movement (Brudney, Hebert, and Wright 1999; Kamensky 1996; Moon and deLeon

2001; National Performance Review 1993; Osborne and Gaebler 1992), this reform agenda has

been moving forward under the banner of the new public management (Barzelay 2001; Ferlie,

Ashburner, Fitzgerald, and Pettigrew 1996; Lane 2000; Lynn 1998). The net effects of this

change process have stimulated the field’s current focus on the concept of network governance

(Bogason and Musso 2006; Goldsmith and Eggers 2004; Kamensky 2007).

Growing interest in issues of governance thus reflects the fact that much of the work in

the public arena takes place not just by government organizations but through partnerships and

networks involving public, private, and non-profit organizations, with greater involvement

and/or scrutiny by a wide range of interest groups and concerned citizens. In this context, the

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tasks of policy-making, implementation, and evaluation become even more complex, and

traditional bureaucratic organizations often do not perform very well under these conditions.

Much attention has been given to the kinds of changes that public organizations and managers

must make in order to be effective actors in these cross-sectoral, multi-level governance systems

(Bryson, Crosby, and Stone 2006; Kickert, Klijn, and Koppenjan 1997; McGuire 2002; Milward

and Provan 2006; Page 2003). An important theme in this literature is the importance of

establishing structures and processes that facilitate collaborative dynamics among diverse

participants that in turn can enhance the quality of decisions made and implemented (Gray 1997;

Huxham and Vangen 2005; Mandell 1999; McGuire 2006; Thomson and Perry 2006; Vigoda

2002).

The starting premise of this paper is that the reform processes apparent over the last

twenty-five years can fruitfully be viewed as a manifestation of a deeper and subtler

transformation underway in society, namely, the transition out of modernity into a new,

emerging era. On one hand, the philosophical foundations of the modern era have been

challenged if not undermined during this period by the postmodern critique and

“deconstruction,” such that modern-era institutions have lost some of their legitimacy and are

now frequently expected to incorporate a more diverse set of perspectives and values (Bogason

2001; Farmer 1995; Healey 2006; Fox and Miller 1995). On the other hand, an eclectic “new

paradigm” literature posits that a new worldview is indeed emerging to supersede the now-

outdated modern worldview (Capra 2002; de Quincey 2002; Dennard 1996; Devereux 1989;

Eisler 1987; Elgin 1993; Elgin and LeDrew 1997; Harman 1998; Hartmann 1998; Hubbard

1998; Laszlo 2001; Pinchbeck 2006; Ray and Anderson 2000; Russell 1998; Woodhouse 1996).

Just as the emergence of the modern era transformed the dominant institutions of premodern

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society, it is natural and inevitable that contemporary institutions founded on the premises of

modernity will need to undergo transformation to reflect the premises of this emergent

paradigm.1

While the reforms implemented to date have clearly not resulted in any wholesale

transformation of modern systems of governance, the objectives of this paper are to identify a set

of organizing principles grounded in this new paradigm perspective and to suggest that many

specific types of reforms implemented in numerous organizations around the world in recent

years are compatible with these principles. To the extent that these reform efforts are in fact part

of the deeper process of the evolution of human civilization, these principles may provide useful

insights regarding how contemporary governance systems can and should continue to change as

the diffusion of the new paradigm further erodes the foundations of modern society. The two

worldviews are described briefly in the first section, contrasting the mechanistic orientation of

the modern era with the ecological emphasis of the emerging era. The second section then

outlines implications of an ecological worldview for organizations involved in the governance of

society, focusing in particular on the four issues of purpose, design, process, and relationships.

In this discussion, reforms that have been taking place in public as well as private organizations

are identified, providing some evidence of the emergence of a new ecological organizational

form. The final section addresses the question of the viability of extensive change in

contemporary systems of governance, arguing that evolutionary transformation could be possible

as ecological consciousness diffuses throughout global society.

MECHANISTIC VS. ECOLOGICAL WORLDVIEWS

The emergence of modern civilization is typically acknowledged as resulting from

Enlightenment-era philosophy of 17th and 18th century Europe, especially the work of René

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Descartes and Isaac Newton. The Newtonian-Cartesian worldview is essentially mechanistic in

nature, in that the universe is conceptualized as a perfect machine that operates according to a set

of precise mathematical laws. From this perspective, any given system comprises differentiated

parts whose behaviors and interactions are governed by stable and predictable rules that

determine the outcomes of the system as a whole. The purpose of scientific investigation is to

identify these laws of nature, using analytic methods in which the system under study is divided

into its component parts so as to understand the behavior of the whole from knowledge about the

properties of the parts. In contrast to premodern societies in which truth was dictated by

religious or spiritual beliefs, modern science insists that knowledge can only be discovered

empirically, i.e., through quantitative measurement of material phenomena. The modern

worldview is thus essentially dualistic, assuming that objective external phenomena are

inherently real, and separate and distinct from subjective internal experience.

The modern mechanistic worldview is characterized by three ideological orientations that

serve as useful points of comparison with the emerging ecological worldview. The first of these

is an orientation towards reductionism, which refers to the belief that systems can best be

understood by an analysis of their component parts. The scientific method in the modern era has

been characterized by this reductionistic tendency, leading to considerable fragmentation in the

total pool of human knowledge and thought (i.e., physics, biology, and chemistry emerged as

separate disciplines; the natural sciences were differentiated from the social sciences; the spheres

of science, ethics, and art were separated from each other; etc.). Philosophically, this emphasis

on reductionism gave rise to the individualistic orientation embedded in modern political and

economic theory, in contrast to the more collectivistic attitudes dominant in premodern societies.

In more practical terms, this orientation led to the notion that problems can be solved most

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effectively by decomposing them into subcomponent issues that can then be addressed

separately. This approach is based on the premise that, like a machine, fixing a broken part will

enable the system as a whole to function properly. Modern systems of governance and

administration reflect these tendencies in that they are divided into distinct branches,

jurisdictions, spheres of activity, and organizations, each of which is expected to focus on its

own issues and concerns without much regard for the larger systems of which they are a part.

A second key orientation of the mechanistic worldview is its emphasis on prediction and

control. The primary objective of modern science has been to identify the mathematical laws of

nature that enable humans to more accurately predict the future consequences of current

activities and thereby exert more control over their environment. Successful clarification of

many such cause-and-effect relationships enabled the development of myriad technologies which

have supported the process of industrialization that has dominated the modern era. Faith in the

power and value of technology likewise reinforced the belief in a deterministic world, in which

mechanistic systems can be designed at the front end – based on established laws of nature and

known causal relationships – to function predictably and maintain stability over time. This goal

of maintaining a steady-state equilibrium was reflected in the design of modern administrative

systems as well, with the Weberian bureaucracy serving as a prime example. The desire for

control over the increasingly complex organizations arising in modern industrial society

supported the reliance on hierarchical systems designed according to presumably scientific or

general principles. While the diffusion of the bureaucratic form of organization became almost

synonymous with the process of modernization in the 20th century, the mechanistic

overemphasis on stability and control resulted in a level of bureaucratic rigidity that ultimately

helped motivate the various reform efforts of recent years.

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A third prominent orientation of the modern worldview is its focus on the competitive

dynamics underlying evolution. “Survival of the fittest” is taken to be the rule guiding the

unfolding of life, with all living things presumably subject to this “law of the jungle,” engaged in

a struggle to survive while competing with others for limited resources. The inevitability of

human competitiveness is likewise taken for granted, and thus modern political and economic

institutions were designed to take this competition into account. More specifically, it is assumed

that individuals act first and foremost in pursuit of their own self-interest, and thus they can be

expected to take advantage of those around them and to manipulate their circumstances however

possible to insure their own benefit. With the emergence of large organizations as primary actors

in the political and economic realms, this competitive, self-interested trait was attributed to them

as well. The consequence is that an adversarial relationship between organizations and their

environments was established as the norm, with managerial strategies used to resist attempts by

external actors to influence organizational activities and, when possible, to exert influence over

such actors for their own gain. This orientation is congruent with and reinforces the

reductionistic tendency to focus on the well-being of the parts of a system (i.e., a single

organization) rather than the system as a whole (i.e., the political system, economy, or

community) in which the organization is embedded.

Generally speaking, the modern worldview – i.e., its underlying philosophy and core

institutions – emerged in the 18th century, was firmly established in Western society in the 19th

century, and diffused throughout much of the rest of the world during the 20th century. At the

same time, however, the last century witnessed a number of developments that served to

undermine the mechanistic mindset of modernity and lay the foundations for a new paradigm. In

the realm of science, the discoveries of quantum physics posed serious challenges to the

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foundations of classical physics, indicating that the universe consists of a single unified field of

energy and that uncertainty and indeterminacy are inherent qualities of the quantum realm (Bohm

1980; Capra 1991). Research on the brain and mind have established that cognitive capabilities

and consciousness itself result from holistic, integrated interactions among different parts of the

brain and cannot be reduced to the functioning of its separate components (Talbot 1991; Zohar

1990).

The development of systems theory (Bertalanffy 1968; Boulding 1956) provided a

theoretical foundation for studying systems as integrated wholes, with a focus on the interactions

among their parts and with the larger environment in which they are embedded. Scientists in

many fields recognized that improved understanding of their research foci required

interdisciplinary investigation of issues at the intersection of the separate, fragmented disciplines.

A broad range of such systemic, interdisciplinary research has highlighted the fact that systems

at many different levels of analysis display chaotic (non-random but unpredictable) behavior that

simultaneously reflects a deeper pattern of order or structure (Gleick 1987; Parker 1996). These

findings have given rise to the new field of complexity science that explores the properties of

complex, adaptive systems in which qualities of the system as a whole emerge spontaneously

and unpredictably from the dynamic, nonlinear interactions among system components (Lewin

1992; Waldrop 1992). Studies in the life sciences have clarified that the diverse species in any

ecological system engage in a variety of different types of interactions or relationships, ranging

from parasitic and competitive to collaborative and altruistic (Dugatkin 1999; Sober and Wilson

1998).

Along with these developments, a number of other trends in the social sciences have

supported a transition from mechanistic to ecological thinking. A resurgence of humanistic

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ideology in the mid-20th century (Maslow 1954) provided a basis for critiquing the assumptions

about human nature underlying the principles of administration and organizational design

associated with the rational, scientific management school of thought espoused by the classical

theorists at the beginning of the century. At the same time, contingency theory studies of

organization and management undermined the mechanistic premise that there is “one best way” to

design and manage organizations, indicating instead that the most effective approach depends on

the specific circumstances involved in any particular context (Galbraith 1973; Lawrence and

Lorsch 1967). The emergence of an open systems theory perspective focused attention on the

relationships between organizations and their environments, including issues of resource

acquisition (Pfeffer and Salancik 1978), responses to institutional demands (Meyer and Rowan

1977), and consequences of evolutionary dynamics (Hannan and Freeman 1977).

More generally, there has been growing recognition that any given social system is a

“socially constructed reality” (Berger and Luckmann 1966; Jun 2006) in which institutionalized

behavior patterns reflect the underlying beliefs and values of those whose interactions serve to

create and maintain the system (Giddens 1984; Weick 1979). This perspective challenges the

modernist notion that the “objective reality” of a social system can be analyzed using the

methods of positive science for the purposes of prediction and control, pointing instead to the

importance of more qualitative or interpretive approaches for achieving meaningful

understanding of a given system (Brower, Abolafia, and Carr 2000; Lowery and Evans 2004;

Ospina and Dodge 2005). Furthermore, the idea that modern Western civilization is inherently

superior to the cultures it has been replacing through two hundred years of global diffusion came

under attack by critical theorists who pointed to the dysfunctional consequences of its

materialistic, individualistic, and control-oriented ideology (Denhardt 1981; Habermas 1971).

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Increased awareness of the environmental damage caused by an industrialized, consumption-

based society has led to greater recognition that humanity must become more ecologically-

minded, viewing ourselves as part of and interdependent with the natural world rather than as

separate and distinct from it with the right to abuse it for our own purposes (Baxter 2000; McGaa

2004; Metzner 1999; Uhl 2004).

Collectively, these developments provide the conceptual and empirical foundation for a

new ecological worldview2 that can be described in terms of three key orientations that

distinguish it from the modern mechanistic worldview (Harder, Robertson, and Woodward

2004). The first of these is an emphasis on interconnectedness (Laszlo 2003). In contrast to a

reductionistic focus on the parts of a system, an ecological orientation is more holistic in nature,

recognizing that the essential properties of a system derive from the relationships among its

parts, and that any part of a system can only be fully understood in terms of its relationships with

the other parts (Freeman 1978). Furthermore, an ecological perspective acknowledges the

“holarchical” nature of the known universe (Wilber 1998), which refers to the fact that every

system is simultaneously both a whole, composed of parts that are distinct yet interconnected, as

well as an interdependent part of an even larger system. Higher-level systems are more complex

than lower-level systems in that the former “transcend and include” the latter. In other words, all

the properties of the lower system are included in the higher system, yet the higher system also

demonstrates transcendent properties that arise from the relationships among its parts. These

systemic properties are not found in the parts themselves, but are derived directly and solely

from the complex interactions among the parts. Ultimately, then, a thorough understanding of

any system requires knowledge of the nature of the interactions among its parts as well as the

nature of its interdependencies with other parts of the larger system(s) in which it is embedded.

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A second core orientation of an ecological worldview is its recognition of the self-

organizing capacity inherent in all natural systems (Jantsch 1980). Whereas a mechanistic

perspective tends to assume that a centralized control mechanism either internal or external to the

system is required to insure effective system performance, an ecological perspective

acknowledges that guidelines for healthy functioning are intrinsic to the system. This capacity

arises from the pattern of functional differentiation and integration among its components that

enables the system to sustain itself and adapt to changes in its environment. In other words,

ecological systems are self-managing and self-regulating in that their distinct and diverse parts

engage in patterns of interaction that serve to maintain the homeostasis of the system, i.e., a

dynamic equilibrium in which there is constant change and adaptation within a certain band of

parameters. But unlike mechanistic systems, in which the patterns of interaction and outcomes

are controlled and therefore predictable, ecological systems readily display emergent patterns of

behavior that cannot be predicted in advance (Kauffman 1995; Merry 1995). Furthermore, their

ability to adapt to unusual circumstances in spontaneous and innovative ways sometimes leads to

significant reconfigurations that enhance their capacity to survive and function effectively. The

knowledge and information required to manifest this ability to self-organize is distributed

throughout the system, suggesting that cognitive capacity or inherent intelligence is a holistic

property of ecological systems not found in mechanistic systems (Capra 1996).

A third primary orientation of an ecological worldview is its emphasis on the

coevolutionary dynamics through which systems evolve along with their environments in a

mutually reinforcing pattern of influence. From this perspective, any environment, or ecosystem,

is essentially a higher-level system containing numerous lower-level systems (e.g., species,

individuals, organizations, communities) that interact and are interdependent with each other.

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While the mechanistic worldview assumes that the various entities comprising any environment

are inevitably in competition for scarce resources, the ecological perspective recognizes that the

diverse elements of any ecosystem display a complex pattern of both competitive and

cooperative interactions that, together, maintain the health of the ecosystem (Capra 2002; Uhl

2004). As open systems, these myriad elements acquire inputs from the environment, transform

the inputs into outputs, and then dispose of the outputs into the environment. But unlike the

waste produced by modern industrial systems grounded in mechanistic thinking, every output

produced by each element in an ecosystem serves as useful input for one or more other elements

in that ecosystem. Whereas the modern perspective holds that the elements in a system

inevitably act in their own self-interest, the ecological orientation indicates that, in healthy

systems, the various parts pursue their purposes while also contributing to, and not detracting

from, the well-being of the system as a whole. Changes occurring in the behavior of any part of

the system generate adaptations in other parts of the system and thus in the system itself.

Through the cumulative, interactive pattern of these adaptations, the system, its parts, and its

environment essentially coevolve together in a continuous, reciprocal process.

In summary, the transition from the mechanistic thinking of the modern paradigm to the

ecological consciousness of the emerging era entails three significant changes in orientation: 1)

from a focus on the properties of the separate parts comprising any system to an emphasis on the

holistic pattern of relationships among those parts that define and maintain the system; 2) from a

focus on prediction and control using centralized knowledge to maintain system stability to an

emphasis on its intrinsic capacity to generate adaptive responses through self-organizing

processes; 3) from a focus on competitive dynamics that influence system well-being and the

evolution of life to an emphasis on co-evolutionary dynamics through which diverse, complex

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interactions maintain the health and well-being of holarchical systems. It should be clear that

modern mechanisms of governance – the political, economic, and organizational institutions

through which society determines the path of its development – are rooted in a mechanistic

mindset favoring fragmented analysis of problems, hierarchical methods of decision-making, and

competitive interactions with others. These qualities are ingrained in governments using one or

another version of representative democracy, in free market economies dominated by central

banks and multinational corporations, and in the hierarchical (and still essentially bureaucratic)

organizations that populate and dominate the public and private sectors.

Obviously, the development of an ecological system of governance based on principles of

interconnectedness, self-organizing systems, and coevolutionary dynamics would require

dramatic changes in existing institutions. While any comprehensive transformation is probably a

long way off, there is reason to believe that the various types of organizational reforms

implemented since the 1980s are helping to restructure organizations in ways that are compatible

with an ecological perspective. To support this premise, the next section identifies a set of

organizing principles that, if incorporated into the design and management of contemporary

organizations, would provide the foundation for an ecological governance system. The

discussion includes numerous examples of reforms that have been advocated and/or

implemented during the last twenty-five years, so as to demonstrate that some movement

towards the adoption of these principles is already apparent. While such evidence leaves room

for doubt as to how transformative this process will ultimately be, the proposition here is that

these changes can reasonably be viewed as the early signs of evolution to a new organizational

form that better reflects the principles of ecological governance.

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ECOLOGICAL GOVERNANCE

Recognition of the value of an ecological perspective on organizations appears to be

growing. Of course, the distinction between mechanistic and organic forms of organization has

long been noted (Burns and Stalker 1961; Lawrence and Lorsch 1967), but it is fair to say that

even the relatively organic organizations to date have mostly maintained a basic bureaucratic

form. More recently, Morgan (1986) made a distinction between viewing organizations as

machines and as living systems, Tracy (1989) outlined the characteristics of a living

organization, de Geus (1997) discussed the idea of a living company, and Miles, Snow,

Mathews, Miles, and Coleman (1997) developed the notion of a cellular organization. More

generally, Hansen (1995) and Moore (1996) focused on the value of ecological thinking in

business, Hawken (1993) analyzed the ecology of commerce, and Cook (2000) examined the

evolution of organizations into a new, more “organismic” form.3

To add to this discourse, implications of an ecological perspective are discussed below in

terms of four key aspects of organizational systems, namely, purpose, design, process, and

relationships. For each of these, core principles derived from an ecological mindset are

identified and examples of congruent practices already apparent in the organizational world are

provided. Many of these innovations have been taking place primarily in the private sector and

have not yet had as much impact in public organizations. However, given the blurring of the

boundaries between the sectors (Bozeman 1987; Perry and Rainey 1988) and the increased

involvement of private organizations in the provision of public services, it is reasonable to expect

that such changes will eventually find their way into the public sector as well. Furthermore,

since large private organizations play a significant role in determining the collective well-being

of society, they must be recognized as critical players in the overall system of governance. Thus,

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the application of ecological principles is just as relevant to the business sector as to

governmental and nonprofit organizations, such that the changes taking place in profit-seeking

firms as well as in public agencies provide evidence that the shift from a mechanistic to an

ecological organizational form has already begun.4

Since an ecological approach suggests thinking about organizations as living systems,5

the notion of a cellular organization (Miles et al. 1997) provides useful language for discussing

organizational characteristics and dynamics. Cellular organizations are composed of cells, which

can be thought of as individuals, groups, or departments, or even whole organizations

participating in an interorganizational network – any constellation of people who can be seen as

having a distinct role or function in a larger system. Healthy cells contribute to the well-being of

the system, while dysfunctional cells – like a virus or cancer – pursue their own interests to the

detriment of the system. The activity of and interactions among the cells give rise to the system,

and the system’s activities in the context of its environment shape cellular activity. In this sense,

an ecological perspective requires consideration of the individuals who are the primary parts of

organizations as well as the environments in which organizations function.

PURPOSE

In an ecological governance system, the purpose of every organization, its raison d’être,

is to add value to the larger system(s) of which it is a part, while maintaining its own health and

vitality (Hock 1999; Maynard and Mehrtens 1993). As a cell in a system (e.g., a government, an

industry, a community, a network), each organization serves one or more roles or functions that

contribute to the well-being of the collective. Basically, society should be better off in some way

as a result of organizational activities, and an organization’s purpose reflects its intentions as to

the kinds of benefits it will provide.6 In addition to these benefits, however, it is important to

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bear in mind that organizations are capable of having negative effects as well, and ecological

thinking suggests that organizations should strive to avoid doing any unnecessary harm (Keeley

1984). Thus, organizations should operate efficiently in the sense of maximizing the ratio of

benefits or productive outcomes to the amount of waste, i.e., non-productive or dysfunctional

outcomes, generated by their activities. Furthermore, it is reasonable to expect organizations to

be responsible and accountable for the various negative externalities they create rather than

leaving these costs to be paid for by society (Daly and Cobb 1994; Hawken 1993). In short,

effective organizations in an ecological governance system serve a useful purpose that benefits

others while minimizing the problems caused in the process.

The basic purpose of an organization can be operationalized in terms of its mission

(Osborne and Gaebler 1992; Weiss and Piderit 1999), which identifies in more concrete terms

what the organization does to serve its purpose. To the extent that continued pursuit of an

organization’s mission is perceived as worthwhile, the requisite resources needed to accomplish

it (e.g., material, financial, human, intellectual, and social capital) should flow to the

organization. Yet the scope and scale of the mission should also be compatible with the

resources available to pursue it – organizations should not be expected to do more than they are

capable of in light of resource constraints. With regards to human resources in particular, an

attractive mission can draw to the organization people who are intrinsically interested in some

facet of that mission and thus naturally inclined to want to help the organization succeed (Perry

and Wise 1990; Rainey and Steinbauer 1999; Robertson, Wang, and Trivisvavet 2007; Romzek

1990). Articulation of an explicit set of operating principles or core values (Kernaghan 2003;

Piotrowski and Rosenbloom 2002), together with a well-defined purpose and mission, helps to

clarify the basic parameters or “program rationale” (Mandell 1994) guiding the activities of the

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organization’s many diverse cells (Cleveland 2000). It is important that the many individuals,

teams, and networks comprising the organization all act in ways congruent with these

parameters, and thus it is helpful for all cells to understand clearly how their roles fit into the

bigger picture (Bradford and Cohen 1984).

A main theme in the organizational culture literature is that organizational effectiveness

can be enhanced when its members are committed to a common vision and shared values

regarding who they are, what they do, and how they do it. For example, compelling evidence

suggests that companies whose activities are guided by faithful adherence to a meaningful vision

of its primary purpose for being in business are rewarded, especially over the long run, with a

high level of financial success (Collins and Porras 1994). Research indicates that organizational

participants prefer cultures that reflect more humanistic values and practices (Cooke and

Rousseau 1988), and desirable cultures have been found to have a significant impact on bottom-

line performance (Denison and Mishra 1995; Rollins and Roberts 1998; Sheridan 1992). In

order to create a strong culture, leaders are frequently advised that an important first step is to

articulate a new vision for the organization that helps to clarify the desired direction of change

(Bennis and Nanus 1985). But rather than imposing their own vision, leaders are encouraged to

develop a vision that reflects the core values of those they lead and taps into their desire to do

good work (Fairholm 1991; Pfeffer 2002; Rost 1991).

Organizational effectiveness is defined and assessed quite broadly in ecological

governance systems. Utimately, organizational success is a function of the extent to which the

organization responds adequately to the needs, demands, and expectations of various constituents

and other stakeholders (Mitchell, Agle, and Wood 1997; Svendsen 1998). This “stakeholder

approach” (Donaldson and Preston 1995; Freeman 1984) has diffused widely enough that most

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contemporary executives and managers understand and accept that a variety of different

stakeholders have a vested interest in what organizations do and how they do it. Public

organizations have been subject to increased pressure in recent years to measure their

performance so as to demonstrate more clearly whether or not they are providing the benefits

desired or expected by important constituents (Berman and Wang 2000; Heinrich 2002; Poister

and Streib 1999). Since the purpose and mission of organizations in an ecological governance

system are to provide these benefits while minimizing harm caused, it is useful to get input and

feedback from all relevant stakeholders as to the overall effects, both positive and negative, of

the organization’s activities.

It is clear that employees, customers, clients, community members, and many other

interest groups are paying closer attention to organizational decisions and actions than they used

to, resulting in growing demands for organizations to become more socially responsible

(Regelbrugge 1999; Wilson 2000). Decision makers in socially responsible organizations are

mindful of their overall impact and proactively strive to help their local and global communities

(Pauchant and Associates 1997; Quarter 2001). To assess organizations in these broader terms, a

multidimensional, “balanced scorecard” approach (Kaplan and Norton 1996; Niven 2003) has

been developed to measure performance in terms of both financial and non-financial factors,

relying on input from more representative voices (e.g., employees and customers/clients) in the

evaluation process. In the public arena, such an approach can help to insure that organizations

balance their efforts to accomplish objectives with a commitment to other nonmission-based

(e.g., democratic-constitutional) values (Piotrowski and Rosenbloom 2002). In the end, a multi-

dimensional assessment of organizational performance that takes into account the interests and

perspectives of a broad range of stakeholders would provide useful information on which to base

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efforts to hold organizations accountable for their processes, outputs, and outcomes and/or to

improve system performance (Behn 2003; Provan and Milward 2001).

DESIGN

In ecological governance, the network replaces the hierarchy as the fundamental and

primary organizational form (Kelly 1998; Lipnack and Stamps 1994). Ecological systems

consist of complex webs of relationships among a diverse array of entities, with no centralized

mechanism for exerting control. Yet despite the absence of a control mechanism, these systems

display a considerable level of regularity, stability, and adaptability (Capra 1996). The nodes in

an organizational network are the many cells which carry out tasks that help the organization

achieve its mission. Each cell is responsible for a particular set of tasks or functions, and role

differentiation results in considerable diversity in the types of cells that constitute any given

organization. The greater the role diversity, the greater the complexity of the organization in

terms of the pattern of interactions required to sustain the system and pursue its purpose. Greater

diversity and complexity are useful when the organization capitalizes on the differences in

orientation, information, skills, values, and attitudes reflected in a diverse membership (Cox and

Blake 1991; Thomas 1991). However, the effectiveness of a complex system is also a function

of the extent to which its diversity is integrated into a coherent unity, a challenge being

addressed by many organizations through the use of diversity management programs (Kellough

and Naff 2004; Selden and Selden 2001). While shared commitment to purpose and principles

help establish a foundation of commonality, the level of system integration is ultimately a

function of the pattern of relationships among the organization’s cells (Hock 1999). This pattern

of relationships is tantamount to the organization’s structure, although it is clearly a dynamic

rather than a static phenomenon (Feldman and Khademian 2002).

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The network structure comprises relationships among cells, which provide pathways of

interaction that are relatively stable over time but whose activation at any particular moment

depends on the requirements of the situation. An effective network has a relational structure

(Kahn 1998) and patterns of interaction that give rise to the self-organizing, self-managing, self-

regulating qualities of natural systems. There has been growing recognition of the potential

value to organizations of self-organizing dynamics (Comfort 1994; Mohrman and Cummings

1989; Stacey 1996; Wheatley 1992) and self-managing cells (Fisher 2000; Kalliola 2003; Yang

and Guy 2004; Yeatts and Hyten 1997). Efforts to flatten organizational hierarchies reflect

awareness of the need to give front-line personnel and lower-level managers more authority and

responsibility to make timely decisions in a responsive manner (Drucker 1988; Peters 1988;

Vinzant and Crothers 1998). To become more relational, many organizations are shifting to the

use of teams as the primary unit and locus of organizational activity (Koehler and Pankowski

1996; Mohrman, Cohen, and Mohrman 1995; Shonk 1992), implementing organizational

redesign practices intended to enhance “horizontal” capacity (Galbraith 1994; Linden 1994), and

participating in various types of partnerships and alliances (Bloomfield 2006; Brinkerhoff 2002).

Such efforts to transform organizational structures from rigid hierarchies into responsive

networks suggest that large-scale organizational change occurs primarily through a continual

process of organizational self-redesign reflecting an on-going series of incremental adjustments

to new contingencies (Milakovich 1995; Mohrman and Cummings 1989; Poister and Harris

2000).

In complex, fast-changing environments, it is imperative that organizations become and

remain flexible, responsive, and innovative, demonstrating the capacity to readily reconfigure

and redeploy organizational resources to respond to new opportunities and challenges (Fradette

21

and Michaud 1998). Effective teams and collaborative alliances are increasingly recognized as

useful tactics for improving innovative and adaptive capacity (Alter and Hage 1993; Powell,

Koput, and Smith-Doerr 1996). Therefore, it behooves ecological organizations to support the

development of a pattern of relationships that motivates and enables collaborative interactions.

Useful skills for organizational cells include those that enhance their ability to be good team

players and interact effectively with diverse others (Goleman 1995; Hargrove 1998). Innovation

also requires a willingness to try new approaches and activities, which means organizational

design should take into account systemic needs for new knowledge and the exploration of

novelty. Since creativity invariably requires experimentation and risk-taking, ecological

organizations operate at “the edge of chaos,” where there is enough order and stability to hold

the system together while simultaneously enough chaos and unpredictability to produce the

needed novelty and innovation (Janov 1994; Strebel 2000).

PROCESS

The dominant process issue in organizations concerns the nature of the decision-making

processes used to determine what the organization is trying to accomplish (purpose, mission, and

goals) and how it will go about accomplishing it (strategy, operations, and administration).

Ecological governance in the context of dynamic networks requires decision processes that are

essentially democratic (deLeon and deLeon 2002; Rothschild and Russell 1986), based on open

participation and efforts to achieve consensus. Generally speaking, organizational cells have the

right and responsibility to participate in decisions that pertain to and/or have an impact on them

(Clawson 1999; Collins 1997; Hock 1999).7 The more complex and significant a decision is, the

greater the number of cells who have a stake in the outcome and thus a claim on participation in

the process. Inclusion of all relevant stakeholders helps to insure that the full range of benefits

22

and costs associated with organizational activity is considered. Considerable organizational

literature and practice have clarified the value of employee participation, discretion, and

empowerment (Cotton 1993; Lawler 1992; Wagner and LePine 1999), inclusion of customers

and clients in organizational decisions (Jablonski 1992; Lewis 1995), and other strategies that

expand organizational democracy (Ackoff 1994; Bachrach and Botwinick 1992).

More generally, adoption of more inclusive decision processes to address complex public

problems is resulting from such factors as governmental devolution and decentralization, greater

involvement of citizens in public decision-making (Berry, Portney, and Thomson 1993; Box

1998; Roberts 2004; Thomas 1995), the growth of the nonprofit or third sector (Burbidge 1997),

the increased focus on participative community development (Chrislip and Larson 1994; Henton,

Melville, and Walesh 1997), and the emerging emphasis on collaborative planning (Healey 2006;

Booher and Innes 2002; Margerum 2002). In large-scale systems, a multitude of individuals,

groups, and organizations serve as the cells whose interactions determine the health of the

system and thus their collective well-being. Given the participatory nature of these processes,

cooperative/collaborative rather than competitive/adversarial approaches to decision deliberation

and conflict resolution are more likely to be constructive (Isenhart and Spangle 2000; Levine

1998; Nagel 1997). In particular, a consensus-based decision process strives to integrate various

perspectives and preferences to achieve a synthesis that addresses the broadest range of concerns

and thus more successfully reflects the collective interest (Susskind, McKearnan, and Thomas-

Larner 1999). Valuable decision-making techniques such as future search conferences (Emery

and Purser 1996; Weisbord and Janoff 1995), open space technology (Owen 1997), appreciative

inquiry (Cooperrider and Srivastva 1987), collaborative inquiry (Torbert 1983), dialogue (Bohm

1996; Isaacs 1999; Yankelovich 1999), and other large-group (Bunker and Alban 1997; Bryson

23

and Anderson 2000) and deliberative (Alkadry 2003; Weeks 2000) decision methods are

available to help groups of people clarify their mutual interests and shared goals, and develop

agreements regarding action steps through which to create their desired future.

Another important principle underlying ecological decision processes is that of cell self-

management (Zeleny 1990). All cells have authority and responsibility for particular tasks,

functions, decisions, and/or outcomes, but no cell has authority over or responsibility for another

cell (Manz and Simms 1993; Semler 1989). Cells are thus autonomous to the extent that they are

independent – each cell has the right and the obligation to make those decisions that pertain

exclusively to itself. Each cell is self-managing in that it is responsible for its own “management”

functions, e.g., planning operations, insuring output quality, interfacing with other cells, and

responding to external demands (Miles et al. 1997). But whenever a cell’s activities are

interdependent with those of other cells, an inclusive decision process is utilized, in which case

cells are expected to act in ways compatible with the interests of the larger system. In essence,

each cell in a cellular organization is responsible for regulating its own performance, and all cells

are responsible for the long-term success of the organization as a whole. In the inevitable

situations where it is useful for one cell to have final authority for a particular decision, such

authority is expertise-based and task-bound, meaning that who is “in charge” in a given situation

depends on the demands of the decision and the relative knowledge, skills, and abilities of those

involved (Barry 1991; Clawson 1999; Mohr 1994). Authority is thus much more fluid and

focused than the broad, perpetual “position authority” found in bureaucratic hierarchies.

The many tasks and activities carried out by the myriad cells in an organization are

coordinated primarily through processes of mutual adaptation enabled by the pattern of

relationships comprising its network structure (Chisholm 1989). In the dynamic, flexible

24

conditions of ecological governance, adherence to prescribed plans and rules is less valuable than

successful adjustment to real-time contingencies based on timely information from relevant

others (Cleveland 2000). Likewise, the function of “management” shifts from a focus on

coordination and control to an emphasis on facilitation and development (Barth 1996; Bradford

and Cohen 1984; Orth, Wilkinson, and Benfari 1987). Facilitation is essentially an enabling

function, oriented towards helping cells carry out their activities and accomplish their objectives

more effectively. Similarly, the leadership orientation most appropriate for ecological systems is

the notion of stewardship, or servant leadership (Block 1993; Greenleaf 1977). Such leaders act

in service to the organization’s purpose and are willing to be held accountable for the well-being

of the system as a whole. They take action after identifying the best way to proceed to serve the

highest purpose of all involved (Ackerman 1984; Daft and Lengel 1998). In short, the function

of leadership and management in ecological governance is to enable the organization’s cells to

engage in mutually-adaptive interactions through which the system can effectively accomplish

its mission.

RELATIONSHIPS

The success of an organization and the effectiveness of its cells are a function of its

internal web of relationships as well as its external web with other cells and organizations in the

environment (Feldman and Khademian 2002). This ecological perspective clearly suggests that,

in general, having more positive relationships and fewer negative relationships is likely to be

beneficial. This is the basic idea behind the concept of social capital (Coleman 1988; Putnam

1995), which is thought to be highest in communities of people who trust each other, usually

based on their shared values, history, identity, etc. Interactions in networks with high social

capital are more likely to be helpful and collaborative, since competition easily undermines the

25

trust underlying the network’s effectiveness. This tendency is reinforced by the norm of

reciprocity (Gouldner 1960), the nearly universal belief that any act of goodwill should be

reciprocated in the future (Axelrod 1984; Cohen and Bradford 1989). Organizational cells that

are helpful and fair in their dealings with others are better able to maintain reciprocal relationships

that are mutually beneficial over the long run. Such relationships can often lie dormant for quite

some time and yet be activated easily when circumstances warrant it, facilitating the self-

organizing dynamics needed to respond readily to significant environmental fluctuations (Landau

1991; Moynihan 2007). A web of positive, reciprocal relationships supporting collaborative

interactions is key to the adaptive capacity of ecological organizations (Powell 1990).

Participation by a cell in an organization is conditional upon its agreement to serve the

organization’s purpose and adhere to its core principles (Hock 1999). This does not require the

cell to have any intrinsic interest in the purpose or mission, but cells are naturally expected to act

in ways that are compatible and congruent with systemic requirements. For cells that are

involved in the organization because of common values or a shared interest in its purpose, their

participation is likely to be more meaningful and effective due to their intrinsic motivation to

help the organization succeed. Such organizational identification or internalization is a primary

basis of commitment in organizations (Balfour and Wechsler 1994; O’Reilly and Chatman

1986). It also provides the basis for the development of “covenantal” relationships (Graham and

Organ 1993) between an organization and its cells. In return for a cell’s commitment to the well-

being of the organization, the organization is committed to promoting the health and

development of the cell. Cells should benefit from their involvement in the system, just as their

participation should benefit the system as a whole. Evidence indicates that organizations in

which members feel valued and appreciated tend to perform better (Pfeffer 1998), possibly

26

because this generates more “organizational citizenship behavior” (Organ 1988) that contributes

to the overall functioning of the system (Moorman, Blakely, and Niehoff 1998; Tsui, Pearce,

Porter, and Tripoli 1997).

Effective evaluation and feedback mechanisms are needed to support an organizational

emphasis on cell development. Feedback based on a collective assessment of cell performance

by others in its network can serve as an important mechanism through which to bring about

improvement in cell performance (Antonioni 1996). Cells require sufficient feedback to

understand why and how their activities or outputs need to change to meet the expectations of

those with whom they are interdependent. The value of this notion is reflected in growing use by

organizations of “360 degree assessments” (Lepsinger and Lucia 1997; Pollack and Pollack

1996; Tornow and London 1998), in which an individual is collectively evaluated by managers,

peers, employees, and sometimes even customers or users. Organizations likewise need to get

broad-based input and feedback relevant to their performance as a component of a larger system

(Aristigueta, Cooksy, and Nelson 2001; Ho and Coates 2004; Kopczynski and Lombardo 1999;

Murphey 1999; Swindell and Kelly 2000), so that they can adjust their activities as necessary to

function more effectively in their environment (Mausolff 2004). The ability to make such

adjustments reflects an important facet of an effective learning system that enhances

organizational capacity to adaptively co-evolve with the environment. By finding new ways to

respond to the ever-changing needs of their stakeholders, organizations contribute to the on-

going development of their communities.

Interest in becoming a “learning organization” has grown rapidly in recent years (Dilworth

1996; Easterby-Smith, Araujo, and Burgoyne 1998; Kettl 1994; Senge 1990), and a variety of

practices (e.g., quality circles, total quality management, parallel learning structures,

27

benchmarking) have been introduced into organizations as a way to enhance their ability to learn

and undergo continuous improvement (Brown and Brudney 2003; Thomas 2001). Effective

learning processes improve an organization’s ability to take self-correcting actions through which

to accomplish goals, solve ill-defined problems, and innovate more readily (Bushe and Shani

1990; Nonaka and Takeuchi 1995). Furthermore, the use of consensual, deliberative decision-

making processes facilitates the kind of conscious reflection needed for authentic and meaningful

double-loop learning to occur (Argyris 1977; Isaacs 1993; Moynihan 2005). Double-loop learning

enables organizations to identify whether their goals, mission, and/or basic purpose and principles

are still appropriate or worthwhile given current circumstances. Recognition of the need to

change core purpose and/or principles can stimulate a process of fundamental organizational

transformation (Levy and Merry 1986; Nutt 2004), i.e., a fundamental reorientation of its

“socially constructed reality.” Such transformations reflect the inherent systemic capacity for

self-(re)organization (Tushman and Romanelli 1985), and in turn influence the subsequent

evolution of the larger systems in which they are embedded.

CONCLUSION

The discussion above outlines a set of organizing principles that are compatible with the

three key orientations of an ecological worldview. They reflect the interconnectedness of people

and organizations, sectors of society, and the human and natural worlds; they acknowledge the

self-organizing capacity of people and their social systems; and they promote the co-evolutionary

dynamics that enable a more symbiotic relationship between a society and its systems of

governance. At a minimum, then, these principles provide a normative framework for thinking

about how the organizational systems involved in the governance of society might be modified to

28

comport with the conditions of an emerging ecological era rather than remaining rooted in the

mechanistic mindset of modernity.

It is also the purpose of this paper to suggest that many organizations have been

implementing changes and/or adopting new practices that are compatible with these principles of

ecological governance. Support for this claim can be found in the broad range of literature cited

above that describes the kinds of reforms and innovations organizations are utilizing to enhance

their performance.8 Admittedly, this literature contains as much prescription as description

regarding the reform dynamics taking place in organizations over the last twenty-five years. But

taken as a whole, it provides compelling evidence that organizations are under pressure to

modify old, ineffective ways of functioning and incorporate new approaches that enable them to

perform better in more challenging circumstances. The premise here is that this pressure itself

can be viewed as an important manifestation of the emergence of an ecological era, pushing the

organizational “species” to start adapting to new, emergent environmental conditions.

How much adaptation is required and thus how extensive this transformation might be

are, ultimately, empirical questions – time will tell. It is clear that, as of now, the modern

bureaucracy remains the dominant organizational form, certainly in the public sector and for the

most part in the private sector as well.9 Much of the literature cited above focuses on the private

sector, suggesting that there is greater momentum behind putting these principles into practice in

the business world than in public organizations. This is likely due to the fact that the competitive

pressures of the global economy have made it imperative for businesses to become more

efficient, adaptable, innovative, and responsive. Yet despite the extent to which they have

downsized, decentralized, reengineered, flattened their structure, empowered their employees,

emphasized teamwork, joined networks, developed learning capacity, built strong cultures, and

29

promoted corporate social responsibility, most companies remain essentially hierarchical,

autocratic systems narrowly focused on the pursuit of their own short-term self-interest. While it

is easy to assume that this may never change, the fact remains that a considerable literature

supports the notion that new forms of organization are necessary and possible (Ackoff 1999;

Ashkenas, Ulrich, Jick, and Kerr 1995; Banner and Gagné 1995; Benveniste 1994; Bergquist

1993; Bhat 1996; Davidow and Malone 1993; Fradette and Michaud 1998; Galbraith 1994; Halal

1996; Handy 1990; Janov 1994; Lawler 1997; Limerick and Cunnington 1997; Marshall 1995;

McLagan and Nel 1997; Pasternack and Viscio 1998; Peters 1987; Pinchot and Pinchot 1994;

Purser and Cabana 1998; Strebel 2000; Wheatley and Kellner-Rogers 1996).

There are more reasons for skepticism about the potential for any significant reform of

public organizations. Most of these organizations are not subject to intense competitive

dynamics as found in the economy, such that the demand for radical reform is not as compelling;

compared to private companies, government agencies are less likely to “go out of business” if

they do not perform well enough (Peters and Hogwood 1991). Furthermore, the structures and

processes of public organizations are typically shaped by a number of competing values that pull

them in different directions and thus constrain the nature and degree of change that is possible

(Nutt 2004). For example, pressures for upward accountability limit the potential for self-

management by public employees and citizens (Agranoff and McGuire 2001; Behn 1998);

managerial orientations towards control and competition undermine efforts to adopt more

participative, collaborative processes (McCaffrey, Faerman, and Hart 1995; Feldman and

Khademian 2000); and equity demands lead readily to an emphasis on adhering to existing

procedures that reduces the likelihood of innovative practices. Such value conflicts generate

30

inertia and resistance that reduce the viability of inducing meaningful change in the operations of

these organizations.

Even when reforms are implemented or innovative practices attempted, oftentimes there

are significant problems with the process and/or disappointment with the outcomes (Kettl 1998;

Thompson and Fulla 2001). For example, participatory policy processes and management

approaches are frequently implemented only partially, or ineffectively, or less-than-

enthusiastically. Coupled with the typical “participation costs” (Cooper 1983), a common result

is that involvement by relevant stakeholders is constrained, superficial, or biased, with limited

impact on the decisions made (Berner and Bronson 2005; Irvin and Stansbury 2004; Musso,

Weare, Elliot, Kitsuse, and Shiau 2007). Even successful organizational reforms are often

somewhat trivial, changing arrangements and procedures on the margins of important

organizational activity (Teisman and Klijn 2002; Thompson 2000). The net effect of a number

of such reforms implemented within a single organization is often relatively small, keeping the

core features of the organization and its internal dynamics largely intact.

The limited success of the reforms and innovations that have been attempted so far

should not be surprising, and not just because of the inertia and resistance inherent in most public

organizations. An additional factor is that there is a learning curve involved with the adoption of

these new social technologies. Surely it will take some time and experience to develop the

individual and collective capabilities needed to use these new approaches effectively.10 In

essence, the early adopters of these technologies are “beta-testing” them to help identify the

difficulties associated with using them and better understand what is required in order for them

to function successfully. Their experimentation has already resulted in numerous examples of

successful efforts to establish participative, collaborative processes that make a meaningful

31

contribution to the effective governance of organizations, neighborhoods, communities, and

regions (Beierle and Konisky 2000; Berry et al. 1993; Imperial 2005; Leach, Pelkey, and

Sabatier 2002; Pye-Smith and Feyerabend 1994; Roberts 2004; Weeks 2000). As these

innovative practices and processes diffuse more widely, the people and organizations involved

are likely to acquire at least gradually the knowledge, skills, and attitudes that enable them to be

more effective participants in these systems. This increased effectiveness should enhance the

potential for success of these new mechanisms, which in turn will demonstrate and reinforce

their value as a useful tool for governance. In short, as growing familiarity with the perspectives,

principles, and practices of the ecological paradigm pushes us further down the learning curve, it

is reasonable to expect that our systems of governance will slowly but surely evolve into a more

ecological form.

There is no way to know now where this evolutionary process will lead, or to predict

what governance systems will be like 100, 50, or even 20 years from now. One viable scenario

is that a long, incremental change process will eventually result in systems that comprise a mix

of relatively stable hierarchical organizations focused primarily on the pursuit of their own

objectives, along with an overlay of dynamic networks of people, groups, and organizations that

self-organize and mutually adapt while working together to accomplished shared objectives. On

the other hand, the possibility of more discontinuous, transformational change that results in

qualitatively different systems than those currently in use should not be underestimated.

Research indicates that organizations and other social systems can display a “punctuated

equilibrium” pattern of change (Gersick 1991; True, Jones, and Baumgartner 1999; Tushman and

Romanelli 1985), in which rather sudden systemic reorientations can position them to respond

better to the demands and expectations of their environment. Indeed, the evolution of life on the

32

planet appears to follow this punctuated equilibrium model (Gould 2002), with long periods of

relative stability and little change interrupted by short periods characterized by more rapid and/or

significant change. This pattern can also be seen in the development of human civilization as it

has evolved through several major epochs and eras. In light of previous cultural transformations,

the idea that society is in the midst of another such transition should not seem implausible.

Systemic discontinuities and transformations tend to occur when there is a significant

shift in environmental conditions, or when a system is faced with more environmental

complexity than its structural dynamics can effectively handle (Leifer 1989). Findings from

research at many different levels of analysis indicate that systems, when operating at “far-from-

equilibrium” conditions, can reach a bifurcation point where the system either deteriorates and

fails, or spontaneously reconfigures itself so as to be able to handle greater complexity (Capra

1996; Prigogine and Stengers 1984). It seems clear that the process of globalization and the

arrival of the “information age” are generating major changes in human society (Castells 1996;

Cleveland 1985; Friedman 2005; Toffler 1980), with greater environmental complexity

challenging the capacity of extant systems of governance to address the various “wicked

problems” (Rittel and Webber 1973) that confront humanity and the planet as a whole.

Overpopulation and urbanization, environmental destruction and climate change, war and

terrorism, infectious diseases and information technologies – these forces and others contribute

to the chaotic conditions of contemporary culture, with some concern that they are threatening

the very survival of the human race.11 Human civilization could be reaching its own bifurcation

point, such that a systemic transformation of society may be needed to avoid the kind of collapse

that could result from, for example, a nuclear holocaust, major ecosystem failure, or a global

viral epidemic.

33

Societal transformation will almost certainly require or entail a transformation in the

systems of governance through which the innumerable decisions are made that determine the

path and pattern of global development. Since modern institutions, created in and for simpler

times, are not designed to address contemporary and emerging challenges, new ecological modes

of organization and governance may readily prove to be more adept at responding to the growing

complexity of an increasingly dynamic environment. While the principles of ecological

governance outlined here may serve as useful guidelines to those who want to contribute to this

transformation process, many other insightful perspectives and innovative ideas have been

proposed regarding institutional changes that would help to create a more ecologically conscious

society (Ayres 1998; Daly and Cobb 1994; Daly and Farley 2004; Hawken, Lovins, and Lovins

1999; Henderson 1996; Holland 1998; Mander and Goldsmith 1996; McLaughlin and Davidson

1994; Meeker-Lowry 1988; Robertson 1999). Proponents of such reforms generally agree that a

systemic transformation is needed to insure the sustainable development of society.

In these early years of a new century, a new millennium, a new era even, humanity faces

some critical questions. Will we continue to rely on political, economic, and organizational

institutions that are rooted in a 400 year-old worldview and have failed to forestall or resolve the

primary problems confronting society, or are we willing to adopt a new paradigm, acquire

ecological consciousness, and transform our institutions of governance to align them better with

contemporary circumstances and challenges? Is it wise to let the development of society be

determined through governance mechanisms that generate consequences that are undesirable to

most people (e.g., pollution, homelessness, war), or would it be smarter to pursue a path of

“conscious evolution” (Hubbard 1998; McWaters 1982) in which a desired future is identified

and governance mechanisms established to help achieve that vision? Should organizations still

34

be structured as “self-interested rational actors” with a narrow, near-term focus, or can they be

(re)created to serve society, defined in broad terms and with an eye on the future? One option is

to assume that existing institutions are good enough and that they will evolve at their own pace,

hoping that whatever changes are implemented will be sufficient to enable humanity to avoid the

worst-case scenarios regarding our predicted future. The other option is to acknowledge the

severity of the risks we face, to recognize that existing institutions are not reducing these threats

but instead seem to be increasing them, and to begin to proactively transform these institutions so

as to insure more peaceful and prosperous progress for all people. It is hoped that the principles

of ecological governance outlined above will contribute to this latter agenda and thus better

enable humanity to pursue a sustainable path to the future.

35

ENDNOTES

1. It is important to make a distinction between “postmodernism” as a philosophical perspective

or worldview, and the “new paradigm” discussed below. Postmodernism is essentially a reaction

to modernism, articulating a worldview that is derived primarily from a critique of the

foundational premises of the modern worldview. For example, Bogason (2001: 183), citing

Dennard (1997), points out that “postmodernism is not a new order but a self-aware search for a

new and more inclusive order, a transition period.” In contrast, the new paradigm is an

articulation of this new, more inclusive order, an “emergent” worldview in the evolutionary

sense that new, more complex systems naturally emerge out of older, less complex systems

(Morowitz 2002), transcending and including them (Wilber 1998). In other words, the new

paradigm does not negate the modern paradigm but rather transcends it.

2. Actually, an ecological worldview is not really new, as many indigenous people around the

world have adhered to an ecological way of thinking and living for hundreds or thousands of

years (Hartmann 1998; McGaa 2004). Likewise, many aspects of the new paradigm share

similarities to ideas in some very old belief systems (Capra 1991; Devereux 1989). But this

paradigm is essentially new in that it may be unfamiliar to those in contemporary societies where

most people have been thoroughly socialized in terms of a modern mechanistic mindset.

3. The value of an ecological perspective has been noted in the popular business press as well.

For example, an article in FastCompany (Webber 2001) discussed how business is a lot like like,

and the Wall Street Journal printed an excerpt from a book by Petzinger (1999) under the

headline, “A New Model for the Nature of Business: It’s Alive! Forget the Mechanical –

Today’s Leaders Embrace the Biological.”

36

4. The intent here is to outline a rather generic model of organization that provides a way to

think about how to organize the activities of the people and organizations involved in the

governance of public affairs, regardless of their sector. In fact, sector differences might blur

even further in a system of ecological governance, as growing awareness of interdependence

further muddies the distinction between what is private and what is public. Also, while the word

“organization” is used below for convenience, the focus here is actually on the “organized

systems” of networked humans whose individual and joint activities constitute the operations of

the governance system as a whole.

5. The suggestion that organizations be thought of as living systems may raise concerns that this

serves to reify organizations. This concern reflects the underlying question of whether an

organization is a “real thing” or simply a conceptual abstraction. The ecological perspective

proposed here is not intended to come down on one side or the other of this debate, but instead

might be fruitfully adopted by either approach. On one hand, an ecological metaphor could be

just another “image” of organizations (Morgan 1986) that reveals useful insights regarding how

to effectively organize collective activities. The use of new metaphors can in turn help to create a

new reality, by shaping how people comprehend their experience and then how they act (Lakoff

and Johnson 1980). On the other hand, it is reasonable to believe that organizations are real

systems that display properties of living systems rather than mechanistic systems (Miller 1978).

In Boulding’s (1956) holarchical classification of systems, in which each higher-level system

incorporates the features of those below it, social systems such as organizations are recognized

as “multi-cephalous” (i.e., many-brained), composed of symbol processing systems that possess

self-consciousness and are capable of using language (i.e., humans). From this perspective, if a

person is a living system, then so is a social system.

37

6. The notion that organizations are purposeful and goal-oriented is taken here as a given, as a

defining characteristic that distinguishes organizations from other types of human collectives

(e.g., communities). Although the idea that organizations have a particular purpose or mission is

associated most closely with a rational perspective (Scott 1981), a purposive system need not

necessarily or inevitably adhere to rational organization design principles. For example, when

employees have internalized the normative foundations of an organization, as reflected in its

purpose, vision, mission, objectives, assumptions, values, etc., there is less need for the various

bureaucratic mechanisms that are used primarily to exert control over employees (Ouchi 1979).

In describing a “chaordic” model of organization that intentionally eschews a hierarchical

framework, Hock (1999) argues that organizations should be organized first and foremost around

a purpose that attracts people to participate and binds them together. An interesting example of

how a shared purpose can serve to organize activity in the absence of a hierarchy comes from the

open-source software movement, in particular, the development of the Linux operating system

(Raymond 1999), where a self-organizing network of programmers collectively created a product

that some people believe is superior to similar products developed in conventional companies.

7. This idea is compatible with the principle of subsidiarity, which states that matters ought to be

handled by the smallest (or, the lowest) competent authority. In other words, a central authority

should have a subsidiary function, performing only those tasks which cannot be performed

effectively at a more immediate or local level. As Handy (1990: 126) puts it in his discussion of

this principle, “To steal people’s decisions is wrong.”

8. Discussing the reforms taking place in public organizations that enhance their “democratic

ethos,” deLeon and deLeon (2002: 230-231) point out that this is “a process that has been

occurring without benefit of scholarly imprimatur, for modern public organizations are not

38

monolithic bureaucracies. Rather, they include networks and partnerships of many kinds,

entrepreneurs in full flower, self-directed work teams, and self-managing professional and

technical workers galore. They are leaner and flatter, striving for versatility and flexibility. No

longer is information hoarded by managers as a power source, but it gushes through channels in

an electronic and paper flood. In this sense, we argue that our theories of public organizations

need to reflect this democratic reality, and our normative theories should advance it.” While

they subsequently acknowledge that public agencies are still quite hierarchical and many of their

processes make them resistant to democratization, the point here is that evidence of significant

reform in the public sector is indeed apparent, and it is reasonable and desirable for public

administration scholars to document and promote further transformation of the system.

9. Nonprofit organizations already may be more likely to function according to some of the

principles of ecological governance than either public or private organizations. Thus, rather than

trying to “bureaucratize” them – which tends to happen as they grow bigger and/or take steps to

“professionalize” their operations – it might make sense for public agencies and private

businesses to consider how they might function more like nonprofit organizations (cf. Brooks

2002).

10. As DeSeve (2007: 47) points out in his discussion of managed networks, “There has been

relatively little incentive to work across boundaries and even less training in the knowledge,

skills, and abilities that are required for this kind of effort…There are few models and rules of

engagement for how to manage this process of multi-party program delivery or outcome

improvement.”

11. In a 1992 statement issued by the Union of Concerned Scientists, called the World Scientists’

Warning to Humanity, nearly 1700 signatories (including over 100 Nobel laureates) offered the

39

following perspective: “Human beings and the natural world are on a collision course. Human

activities inflict harsh and often irreversible damage on the environment and on critical

resources. If not checked, many of our current practices put at serious risk the future that we

wish for human society and the plant and animal kingdoms, and may so alter the living world

that it will be unable to sustain life in the manner that we know. Fundamental changes are urgent

if we are to avoid the collision our present course will bring about…A great change in our

stewardship of the earth and the life on it, is required, if vast human misery is to be avoided and

our global home on this planet is not to be irretrievably mutilated…A new ethic is required - a

new attitude towards discharging our responsibility for caring for ourselves and for the earth…

This ethic must motivate a great movement, convince reluctant leaders and reluctant

governments and reluctant peoples themselves to effect the needed changes.”

40

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