Abstract
In complex, shared-power settings, policymakers, administrators and other kinds of decision makers increasingly must engage in collaborative inter-organisational efforts to effectively address challenging public issues. These collaborations must be governed effectively if they are to achieve their public purposes. A design approach to the governance of collaborations can help, especially if it explicitly focuses on the design and use of formal and informal settings for dialogue and deliberation (forums), decision making (arenas) and resolution of residual disputes (courts). The success of a design approach will depend on many things, but especially on leaders and leadership and careful attention to the design and use of forums, arenas and courts and the effective use of power. The argument is illustrated by examining the emergence and governance of a collaboration designed to cope with the fragmented policy field of minority business support.
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