Cooperation and Conflict in the Decision-Making Process

This publication examines the levels of conflict and cooperation in the governmental decision making process to determine if any relationship exists between those levels and factors which may have a causal effect on those levels. The research was conducted through surveys asking opinions on issues affecting conflict and cooperation in middle size cities between 50,000 and 250,000 population in the United States. The levels of conflict and cooperation were statistically analyzed against factors in the areas of size of city, socio-economic conditions,fiscal condition, methodology of elections, location, and form of government. While the results of the analysis shows that there may be other factors affecting the relationship, the only factor identified that was statistically significant to the relationship between conflict and cooperation is the form of government. Council-manager forms of government had less conflict and more cooperation. Additionally, it was found that mayor-council forms that have a chief administrative officer had less conflict and more cooperation. Form of government is the only factor identified by this research as significant.

Autorentext

Karl Nollenberger has over 40 years of experience in the public sector. He is currently an Assistant Professor at the University of Wisconsin - Oshkosh. He has served in management positions in eight local governments in five states. Mr. Nollenberger completed his doctorate in Public Administration at the University of Illinois at Chicago.