Toward the Theory of Administrative Tethering

Kevin Marino; Robert James Wright

doi:10.5771/9781793642950

Summary

Toward a Theory of Administrative Tethering is the culmination of a seven-year commitment to investigate and explore the highly complex and chaotic nature of collaboration, specifically in child protective services (CPS). This journey began with an atypical relationship between a doctoral student practicing in CPS and an academic mentor. Examination of the CPS system in North Carolina necessitated more in-depth study to foster change relevant to improve service delivery for front-line staff and to engage executive leadership at the local and state levels. All CPS actors must function in a highly coordinated fashion to provide the orderly delivery of this social product to the public as needed and as expected. Herbert Simon's work is stitched into each chapter, and his perspectives provide the binding agent to the emerging Administrative Tethering (AT) framework (2002, 2000, 1962). Administrative Tethering (AT) can be conceptualized as a strategic management design that employs a series of inter-agency bonding actions and techniques to address the multi-dimensional nature of a complex, pressing public problem. This work concludes with the identification of new research and its potential utility and overall impact for the both the practitioner and academic.

Keywords

Search publication

Bibliographic data

Copyright year: 2022
ISBN-Print: 978-1-7936-4294-3
ISBN-Online: 978-1-7936-4295-0
Publisher: Lexington, Lanham
Language: English
Pages: 140
Product type: Book Titles

1. Contents No access
2. Acknowledgments No access
3. Introduction No access
1. 1. Theory Area—Collaboration: Local Precursors to Collaboration Participation No access
  2. Theory Area: Understanding What Shapes a Polycentric Governance System No access
  3. Theory Area: Collaborative Advantage No access
  4. Theory Area: Collaborative Governance Effectiveness No access
  5. Theory Area: Interlocal Collaboration No access
  6. Theory Area: Collaboration and Leadership Impact Areas No access
  7. Theory Area: Factors That Promote Effective Networks No access
  8. Theory Area: Collaboration Engagement No access
2. Summary and Implications of the Literature No access
3. 1. The Home Organization No access
  2. Tethered Operating Ecology No access
  3. Collaboration Arena No access
4. Shiner-Wright Model Implications No access
5. Shiner-Wright Model Impact Areas No access
6. 1. Pathways to AT No access
  2. AT and the Evolution of the Complex Problem No access
  3. AT and the Social Product No access
1. Development of AT as a Mid-Level Manager’s Practice No access
2. AT Developmental Context No access
3. Practitioner Case Exemplar No access
4. 1. Local CW Management Challenges No access
  2. Changes in the Number of Cases and Complexity No access
  3. Lack of Professional Standards No access
  4. CPS Administrative Decision-Making No access
  5. Complexity in Decision-Making No access
  6. Client, Social Worker, Organizational, and System Trust No access
  7. CPS Staff Turnover No access
5. The Impact of the AT Intervention No access
6. 1. Administrative Context of the CPS Function: The Bureaus No access
  2. CPS Service Delivery System No access
7. The County Service Orientation No access
8. AT and the CW Service Delivery System No access
9. 1. What Are We Playing at and Why? No access
  2. How Movement on the Field Works No access
  3. What Plays to Design No access
  4. How the Pocket Was Discovered No access
  5. Who Are the Actors, and How Are They Assembled? No access
  6. The Utility of the Pocket: To Create Omnidirectional Movement No access
  7. AT and the Pocket: How They Fit Together No access
1. Application of the AT Perspective No access
2. A Framework: The MWM No access
3. The AT Propositions No access
4. Implementation of AT Management No access
5. 1. Factor Analysis No access
  2. Pattern Matrix No access
1. Introduction No access
2. Trust and Collaboration No access
3. Value No access
4. Trust and Value as a Dynamic in AT No access
5. Purpose of Qualitative Review of the Western-10 No access
6. Western-10: Trust and Value Produce Innovation No access
7. Methodology No access
8. Discussion of the Findings No access
9. Recommendations No access
10. Conclusion No access
1. Introduction No access
2. 1. Phase 1: Collaboration Inception/Beginning the Family No access
  2. Phase 2: Stakeholder Disposition/Family Expansion No access
  3. Phase 3: Collaboration Diffusion/Completion of the Expansion No access
  4. Phases 4 and 5: Collaboration, Mobilization, and Tethering Tactical Action/Family Contraction No access
  5. Phase 6: Core Tethering Activities/Completion of the Contraction No access
  6. Phases 7 and 8: Post-Implementation and New Management Framework/Retirement Years No access
3. AT and Decision-Making Development No access
4. Tethering Strands: Trust, Value, Accountability, and Motivation No access
5. 1. Strand 1: Trust No access
  2. Strand 2: Value No access
  3. Strand 3: Accountability No access
  4. Strand 4: Motivation No access
6. Integrating a Formalized Critical Thinking Model with Executive Decision-Making within CPS No access
7. 1. Executive Decisions No access
8. 1. Disciplined Decision-Making Processes No access
9. Critical Thinking No access
10. Critical Thinking in Business No access
11. 1. Senior Executive Level Critical Thinking No access
12. 1. Magnification of the BR and ND Dyad: The Good Call Quadrant™ No access
13. How Critical Thinking Is Applied through these Models No access
14. Summary: Contribution to the Field No access
1. ND Maintenance and Sustainability Cycle No access
2. ND Interagency Fitness Development and Maintenance Cycle No access
3. AT in the Context of Relationship, Trust, and Decision-Making No access
4. Final Thoughts No access
Bibliography No access Pages 127 - 136
Index No access Pages 137 - 138
About the Authors No access Pages 139 - 140