Improving Multi-agency Coordination: Overcoming the Barriers to Communication – A Case Study

Abstract

This paper explores the relevance and roles of communication processes in the failure of a multi-agency Drug Action Team (DAT) to function effectively and to coordinate the activities of the four participating agencies. In-depth interviews with seven purposely selected public agency staff were analysed according to the principles of grounded theory and of the constant comparative method. Four themes emerged to explain the difficulties experienced by the DAT representatives. These are: the nature of the task for which the representatives meet; the implications of mandated (‘forced’) coordination; the features of modern bureaucratic organisations; and the characteristics of multi-agency relations. The effects of deeply hidden cultural meanings in communication within and between the agencies are hypothesised and explored. The characteristics of occupational cultures proved particularly illuminating. Means for overcoming the DAT's difficulties are suggested and, finally, lessons for best practice in multi-agency bodies are highlighted.