We again refrain from formal analysis, and instead offer qualitative observations
and speculation on the meaning of the results summarized in Table 4.
The overall number of links is comparable across the three cases, although this
may result from the comparable amounts of time spent on their construction, and
cognitive limitations involved in working on an entire hierarchy at one time. In two
of the cases, Simulated and Smalltown CDCs, the hierarchies were wider in the
middle, while in the Urban CDC case, the hierarchy was widest at the lowest levels.
If we treat saturation as a proxy for complexity, the high value for Simulated CDC,
where each level considers most of the objectives at the level below, may derive
from its mission as quasigovernmental and supplementing other city management
activities. The intermediate value for Urban CDC may derive from its beingembedded in a dense community within a larger city, interacting with various other
organizations. If we discount the five-to-three links for Smalltown CDC discussed
above, the number of odd links may suggest somewhat higher complexity in Urban
CDC––especially as their odd links describe multiple ways performances on
different objectives affect each other. The lower value for Smalltown CDC in spite
of its wider range of activities may derive from its role in a community where there
are fewer major actors and where their actions have more direct effects. If so,
complexity in the objectives hierarchies is due more to the degree of connections of
the organization with other organizations and of the community with other
communities, rather than due to the complexity of its activities.
We again refrain from formal analysis, and instead offer qualitative observations
and speculation on the meaning of the results summarized in Table 4.
The overall number of links is comparable across the three cases, although this
may result from the comparable amounts of time spent on their construction, and
cognitive limitations involved in working on an entire hierarchy at one time. In two
of the cases, Simulated and Smalltown CDCs, the hierarchies were wider in the
middle, while in the Urban CDC case, the hierarchy was widest at the lowest levels.
If we treat saturation as a proxy for complexity, the high value for Simulated CDC,
where each level considers most of the objectives at the level below, may derive
from its mission as quasigovernmental and supplementing other city management
activities. The intermediate value for Urban CDC may derive from its beingembedded in a dense community within a larger city, interacting with various other
organizations. If we discount the five-to-three links for Smalltown CDC discussed
above, the number of odd links may suggest somewhat higher complexity in Urban
CDC––especially as their odd links describe multiple ways performances on
different objectives affect each other. The lower value for Smalltown CDC in spite
of its wider range of activities may derive from its role in a community where there
are fewer major actors and where their actions have more direct effects. If so,
complexity in the objectives hierarchies is due more to the degree of connections of
the organization with other organizations and of the community with other
communities, rather than due to the complexity of its activities.
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