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Chipping Away at a Grand Challenge: Aligning Goal and Governance to Reduce Homelessness.

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Title: Chipping Away at a Grand Challenge: Aligning Goal and Governance to Reduce Homelessness.
Authors: Gil, Nuno A.1 (AUTHOR) nuno.gil@manchester.ac.uk, Beckman, Sara2 (AUTHOR) beckman@berkeley.edu, Massa, Felipe3 (AUTHOR) felipe.massa@uvm.edu, Sousa, Cristina1 (AUTHOR) maria.sousa@postgrad.manchester.ac.uk, Kutun, Özge1 (AUTHOR) kutunozge@gmail.com
Source: California Management Review. May2025, Vol. 67 Issue 3, p86-116. 31p.
Subject Terms: *DECISION making, HOMELESSNESS, COLLECTIVE action, SOCIAL action, SOCIAL problems
Geographic Terms: SAO Paulo (Brazil), MANCHESTER (England), CALIFORNIA
Abstract: When many of today's deepest problems are intractable, how can public, private, and nonprofit actors collaborate to mitigate negative local effects? Given the open-endedness of any collective effort to "chip away" at a grand challenge, these intersectoral collaborations must align the scope of a shared goal with the governance arrangements distributing decision-making authority. By juxtaposing insights from fieldwork on intersectoral collaborations formed to aid local homeless communities in São Paulo (Brazil), California (USA), and Manchester (UK), this research presents four goal-governance alignments to achieve coordinated collective action. To pursue a targeted goal, an organization can set up or join a local structure of centralised (Partnerships) or distributed (Coalitions) decision-making authority. To pursue broader goals, an organization can evolve into a Mission by engaging simultaneously in multiple, mutually reinforcing local partnerships and coalitions. Or evolve into a Movement by not only adding local structures of collective action, but also adopting a participation architecture to encourage collaboration at scale from third parties outside the organization's managerial control. [ABSTRACT FROM AUTHOR]
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Abstract:When many of today's deepest problems are intractable, how can public, private, and nonprofit actors collaborate to mitigate negative local effects? Given the open-endedness of any collective effort to "chip away" at a grand challenge, these intersectoral collaborations must align the scope of a shared goal with the governance arrangements distributing decision-making authority. By juxtaposing insights from fieldwork on intersectoral collaborations formed to aid local homeless communities in São Paulo (Brazil), California (USA), and Manchester (UK), this research presents four goal-governance alignments to achieve coordinated collective action. To pursue a targeted goal, an organization can set up or join a local structure of centralised (Partnerships) or distributed (Coalitions) decision-making authority. To pursue broader goals, an organization can evolve into a Mission by engaging simultaneously in multiple, mutually reinforcing local partnerships and coalitions. Or evolve into a Movement by not only adding local structures of collective action, but also adopting a participation architecture to encourage collaboration at scale from third parties outside the organization's managerial control. [ABSTRACT FROM AUTHOR]
ISSN:00081256
DOI:10.1177/00081256251323533