The Problem Of Policy Coordination

Policy coordination is a central problem in any bureaucratic system. "Coordination" can be defined in many ways,^[2] but here I borrow I. M. Destler's definition, which focuses on processes of decision making and implementation:

Coordination involves above all (1) the management of policy decision processes so that trade-offs among policy interests and goals are recognized, analyzed, and presented to the president and other senior executives before they make a decision; and (2) the oversight of official actions , especially those that follow major high-level decisions, so that these actions reflect the balance among policy goals that the president and his responsible officials have decided upon.^[3]

In the Chinese context, we can substitute for "president and other senior executives" "top leadership," particularly the premier and other members of the State Council and Politburo standing committees. The above definition of coordination is useful as long as one focuses on policy decisions made at the top level. Many less important decisions are of course made at lower levels, and thus "policy coordination" should include processes of mutual adjustment (bargaining, consensus building, markets) by which trade-offs are implicitly or explicitly recognized and resolved without reaching the leadership. As Lindblom argued, coordination can be performed in either a centralized or a decentralized fashion; which type predominates is an empirical question.^[4]

Although coordination may be, as Seidman and Gilmour claim, the bureaucratic equivalent of "the philosopher's stone" (i.e., the elusive key to the universe and solution to all human problems),^[5] it is still possible to analyze the conditions that produce lesser rather than greater degrees of coordination, and to examine the efficacy of various devices designed to improve coordination.^[6] Lack of bureaucratic coordination has two basic sources: (1) ignorance of the relevant trade-offs and complementarities between policy areas, due to functionally divided modes of information collection and communication; and (2) fragmentation of authority among relevant actors (who possess divergent goals).

Centralized ignorance and fragmented authority are interrelated problems. As Weber recognized long ago, expertise and knowledge, growing out of functional specialization, are the sources of bureaucratic power vis-à-vis its "political masters": "[Even] the absolute monarch is powerless opposite the superior knowledge of the bureaucratic expert."^[7] Because information is such a valuable resource, each agency has an incentive to attempt to monopolize the information necessary for an understanding of its particular policy sphere, and not to share it fully either with other agencies or with its bureaucratic superiors. Lacking information and expertise necessary to evaluate the recommendations of lower-level units, political leaders will often permit those units to become

de facto decision-makers in their own policy spheres. The problem of dispersed information is particularly acute when policy decisions must take account of conditions and impact in many sectors. In a horizontally segmented bureaucracy, agencies have little incentive to collect or communicate information about the effect of decisions on other units' jurisdictions. Yet, if policy is to be coordinated, the leadership must somehow acquire such information.

Policy coordination can be improved through one or more of the following: (1) developing mechanisms to generate new information on policy externalities or to pool information already being collected within agencies (or some combination); (2) redistributing authority among bureaucratic actors; (3) altering the incentives of lower-level actors so that their independent actions produce coordinated outcomes. Because bureaucratic structure produces the problem of coordination, these objectives must generally be pursued through the creation of new institutions or the restructuring of existing ones, institutions here meaning formal structures as well as established processes and procedures. Informal patterns may also be altered, in part by changes in formal institutions, so as to enhance coordination.