Collaboration without Rules - A New Perspective on Stability Operations

The aim of this paper is to develop the conceptual foundation for exploring Coordination by Rule and Control (CRC) and Collaboration by Social Influence (CSI). CRC is based on mechanical (rule and time based) structures, while CSI is based on organic (informal, trusted and shared aware) social networks. We pose the overriding research question "How is CSI achieved for stability operations?", and seek to explore how network structures, technologies, processes and operational designs may vary in effectiveness along the CRC/CSI continuum. We find that networks optimized for CRC may present substantial risk leading to redundancies and inefficiencies to activities highly dependent on CSI. We conclude that successful stability operations may benefit from a hybrid approach, with organizations providing a CSI interface between CRC networks. Finally, we discuss research methods being utilised in an extremely complex and inaccessible domain. The research utilises a variety of qualitative data including interviews with military and non-military practitioners. Analysis takes the form of (top-down) case study explanation building in combination with (bottom-up) grounded theory development.