Collaboration in a World of Conflict
In a world torn apart by the Gulf conflict, disagreements among nations, and disagreements among citizens within nations, it may seem strange to reflect on collaboration. And yet, on many fronts — economic, technological, political — there seems to be a global interdependence or network emerging.
One term often applied to the institutionalization of global structures is "world order." The term was used in a thoughtful Perspectives essay written here by my colleague, Professor Louis Kriesberg, in October. My reflections, from London, pursue the idea of collaboration in the light of the emerging European Union (EU).
The need for new economic and policy approaches in the telecommunications arena is both evident and urgent. Technologies change rapidly and entrepreneurial opportunities are enormous; to keep up, let alone get ahead, we need to sharpen our analytical and organizational approaches. And all this at a time when, as Peter Drucker says, previous theories seem to be outmoded.
Therefore, the European Union as a consortium model is an instructive one. My current research effort is to focus on the process of building collaborative mechanisms in the emerging EU structures. Collaborative strategic planning, done systematically, may eliminate many crises later on — thus reducing the need for negotiating hot spots. How is Europe doing it? Are there lessons here for America?
On a DIPA/London field trip, I recently accompanied staff and 39 SU students to the headquarters of the European Union in Brussels. The EU had agreed to an extensive briefing on their own institutional structures, its work in telecommunications arenas, and the interaction between Europe and America in these significant economic markets. We had a vigorous dialogue; EU staff said candidly that the whole thing is in process. However, it's obvious, as the 1992 birth of the EU approaches, that much, much progress has been made.
It's challenging to reflect on some statistics.
From an institutional point of view, the arrangement of the bodies of the twelve-member EU is instructive and it facilitates the consultative process. The Commission of the European Communities has 17 Councilors; larger nations have two each. These individuals, with four year appointments, cannot be unseated. Thus they offer a new quality of competence because they can work on the collaborative vision instead of simple nation-state interests.
Commission staff, numbering 14,000, coordinate and manage the varied research studies and committee tasks. The European Parliament interacts with the Commission as proposals are debated and shaped into regulations (or less mandatory directives or recommendations) . Final decisions are made by vote of the 12 Council of Ministers. The three different shapes of organizational structures balance the need for autonomy and the need for collaboration.
There is a temptation to make these structures into another government - a supra-government. This must be weighed against the benefits if the EU supports and strengthens its members' national and regional needs.