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 Collaborative
Environmental
Governance Frameworks
A Practical Guide
 Collaborative
Environmental
Governance Frameworks
A Practical Guide

Timothy M. Gieseke
CRC Press
Taylor & Francis Group
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Boca Raton, FL 33487-2742

© 2020 by Taylor & Francis Group, LLC

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Contents

Preface.......................................................................................................................xi
Acknowledgments............................................................................................... xiii
Author......................................................................................................................xv

1 Introduction......................................................................................................1
1.1 Wicked Problems................................................................................... 1
1.2 Networks................................................................................................. 1
1.3 Communicating to Collaborating........................................................2
1.4 Hybrid Organizations........................................................................... 2
1.5 Collaborative Paradox...........................................................................3
1.6 Collaborative Governance.................................................................... 3
1.6.1 Collaborative Governance DNA.............................................3
1.6.1.1 Governance Actors.................................................... 4
1.6.1.2 Governance Styles and Footprints..........................4
1.7 Sense-Making of Collaborative Governance Frameworks..............4

Section I Something Special Is Happening

2 Entering a Collaborative Era......................................................................... 9

2.1 Emergence of Collaborations................................................................9
2.2 What Is Collaboration?........................................................................ 10
2.2.1 Definitions............................................................................... 11
2.2.2 Collaboration as a Continuum of Interaction..................... 12
2.2.3 Collaboration as a Process..................................................... 14
2.3 Collaborations as a Social Apparatus............................................... 15
2.3.1 Collaboration Forms............................................................... 16
2.3.2 Social Capital........................................................................... 16
2.3.3 Shared Governance................................................................ 17
2.3.4 As a Wicked Issue Resolution Tool...................................... 17
2.4 Collaborations as a Living Solution.................................................. 18

3 Collaborations as Hybrid Organizations................................................. 19

3.1 Organizational Definition and Theory............................................. 19
3.1.1 Organizational Knowledge................................................... 20
3.1.1.1 Intra-"Organization Knowledge".......................... 20
3.1.1.2 Inter-"Organization Knowledge".......................... 21
3.1.1.3 Shared Knowledge..................................................22

v
vi Contents

3.2 Organizational Evolution....................................................................22

3.2.1 Biological Evolutionary Primer............................................. 23
3.2.1.1 Genetic Evolution.................................................... 23
3.2.1.2 Symbiogenesis......................................................... 24
3.2.1.3 Eusociality................................................................ 24
3.2.1.4 Superorganisms....................................................... 25
3.2.1.5 Biological and Social Evolution Connection....... 26
3.2.2 “Living” Organizations......................................................... 26
3.2.2.1 Organizational Evolution....................................... 26
3.2.2.2 Organizational Structures..................................... 27
3.2.2.3 Organizational Change.......................................... 28
3.3 Defining Hybrid Organizations......................................................... 29
3.3.1 Hybridizing Forces................................................................. 29
3.3.1.1 Glocalization............................................................ 30
3.3.1.2 Fragmentation.......................................................... 31
3.3.1.3 Porous Boundaries, Fuzzy Borders...................... 31
3.3.1.4 Border Spanning..................................................... 32
3.3.2 Evolution of Hybrid Organizations...................................... 32
3.3.2.1 Network Communication...................................... 33
3.3.2.2 Coordination............................................................34
3.3.2.3 Cooperation.............................................................. 35
3.3.2.4 Collaboration............................................................ 36
3.4 Describing New Hybrid Organizations........................................... 37
3.4.1 The Nature of a Hybrid Organization................................. 37
3.4.2 A Multidimensional Model................................................... 38
3.4.3 Governance Actor and Style Model..................................... 38
3.4.4 Governance-Focused Method............................................... 39

4 Preparing to Collaborate.............................................................................. 41
4.1 When Not to Collaborate.................................................................... 41
4.2 When to Consider Collaborating....................................................... 41
4.3 The Purpose of Collaborating............................................................42
4.4 Factors to Consider Before Collaborating.........................................43
4.4.1 Collaborative Phases..............................................................43
4.4.2 Scope and Context..................................................................44
4.4.3 Purpose....................................................................................44
4.4.4 Member Selection................................................................... 45
4.4.5 Antecedent Conditions.......................................................... 45
4.4.6 Motivation................................................................................ 46
4.4.7 Accountability......................................................................... 46
4.4.8 Communication....................................................................... 46
4.4.9 Perceived Legitimacy............................................................. 46
4.4.10 Trust.......................................................................................... 47
4.4.11 Information Technology........................................................ 47
4.4.12 Structure................................................................................... 48
Contents vii

4.4.13 Collaborative Clustering........................................................ 48

4.4.14 Governance.............................................................................. 48
4.5 Governance as a Cornerstone of Collaboration............................... 49
4.5.1 Collaborative Frameworks..................................................... 49
4.5.1.1 “Black Box” of Collaboration Processes............... 50
4.5.1.2 Collective Impact Initiatives.................................. 50
4.5.1.3 Integrated Framework for Collaborative
Governance.............................................................. 51
4.5.2 Grappling with Collaborative Governance......................... 51
4.5.2.1 What is Collaborative Governance?..................... 52
4.5.2.2 Managing a Disarticulated State.......................... 53
4.5.2.3 Sweet Reward?......................................................... 53
4.5.2.4 Identifying the First Steps......................................54
4.5.3 The Collaborative Endgame: Achieving Shared
Governance.............................................................................. 55

Section II The Science of Collaborative Governance

5 Of Actors and Styles..................................................................................... 59

5.1 From Simplicity Comes Complexity................................................. 59
5.1.1 Reductionism........................................................................... 59
5.1.2 Systems Thinking and Emergence....................................... 60
5.1.2.1 Murmuring Boids.................................................... 60
5.1.2.2 Biological DNA........................................................ 61
5.1.2.3 Collaborative Governance...................................... 61
5.2 Collaborative Governance DNA........................................................ 61
5.2.1 Governance Actors................................................................. 62
5.2.1.1 Governance Compass.............................................63
5.2.1.2 Four Governance Actor Types...............................63
5.2.2 Three Governance Styles.......................................................64
5.2.2.1 Hierarchy Governance........................................... 66
5.2.2.2 Market Governance................................................. 68
5.2.2.3 Network Governance.............................................. 69
5.3 Collaborative Governance Emergence.............................................. 72

6 What Style of Governance Do You “Swim In?”...................................... 75

6.1 Governance Style Dimensions........................................................... 75
6.2 Governance Style “Personalities”...................................................... 76
6.2.1 Analyzing Person Personalities............................................77
6.2.2 Analyzing Governance Style Personalities.........................77
6.2.2.1 Style Assessment.....................................................77
6.3 Governance Footprints........................................................................ 79
6.4 The Value of Assessing Styles and Footprints................................. 81
6.5 Preparing for Collaborative Governance Ecosystems.................... 82
viii Contents

7 Governance Footprints and Frameworks................................................. 85

7.1 Governance Footprints........................................................................85
7.1.1 Individual Actors, Styles, and Footprints...........................85
7.1.2 Intra-Organizational Actors, Styles, and Footprints......... 86
7.1.3 Inter-Organizational Actors, Styles, and Footprints......... 86
7.2 Collaborative Governance Paradox................................................... 88
7.2.1 Forming Relationships........................................................... 88
7.2.2 Decision-Making Processes................................................... 89
7.2.3 Achieving Compliance........................................................... 89
7.2.4 Governance Trilemma............................................................ 89
7.2.5 Meta-Governance.................................................................... 91
7.2.6 Collaborative Managers as Meta-Governors...................... 92
7.3 Collaborative Governance Frameworks........................................... 93
7.3.1 Collaborative Governance Footprints.................................. 93
7.3.2 Collaborative Governance Frameworks.............................. 94
7.3.2.1 Collaborative Framework Components............... 96
7.3.2.2 AWQCP Governance Styles, Frameworks,
and Footprints......................................................... 98
7.4 Collaborative Governance Shifts....................................................... 98
7.4.1 Agriculture and Food Collaboration Shifts........................ 99
7.4.1.1 Assessing Three Groups of Collaborations......... 99
7.4.1.2 Of Actors, Styles, and Footprints........................ 100
7.4.1.3 Plotting Governance............................................. 100
7.4.1.4 Governance Shifts................................................. 100
7.4.2 Meta-Governance Sense-Making....................................... 101
7.4.3 Aligning Governance and “Point of Service”................... 102

Section III Social Complexity and

Three Wicked Case Studies
8 Social Complexity........................................................................................ 107
8.1 Complexity Theory............................................................................ 107
8.1.1 Simple and Complicated Systems...................................... 108
8.1.2 Complex Systems.................................................................. 108
8.1.3 Ecosystems Are Complex Systems..................................... 109
8.2 Dimensions of Social Complexity................................................... 109
8.2.1 Emergent Qualities and Effects.......................................... 110
8.2.2 Self-Organizing Behaviors.................................................. 110
8.2.3 Collective Intelligence and Identity................................... 111
8.2.4 Networked Communities.................................................... 111
8.2.5 Business Ecosystems............................................................ 112
8.2.6 Multi-Sided Platforms.......................................................... 113
8.2.7 Shared Governance.............................................................. 114
8.3 Making Order of System Chaos....................................................... 115
Contents ix

9 The Nature of Societal Problems............................................................. 117

9.1 Kinds of Societal Problems............................................................... 117
9.2 Problem Typology.............................................................................. 117
9.2.1 Tame Problems...................................................................... 118
9.2.2 Wicked Problems.................................................................. 118
9.2.2.1 Source of Wicked Problems................................. 120
9.3 Transdisciplinary Challenges.......................................................... 124
9.3.1 Disciplinary Evolution Along with Society...................... 124
9.3.1.1 Disciplinary Approach......................................... 126
9.3.1.2 Multi-Disciplinary Approach.............................. 126
9.3.1.3 Interdisciplinary Approach................................. 126
9.3.1.4 Transdisciplinary Approach................................ 126
9.3.2 Application of Transdisciplinary Approach..................... 127

10 The Nature of Three Wicked Case Studies............................................ 129

10.1 DNR CAMP: Wicked Case Study #1............................................... 130
10.1.1 CAMP Aquifer: Varied Outputs and Outcomes.............. 130
10.1.2 CAMP Stakeholder Values.................................................. 131
10.1.3 CAMP Governance Frameworks........................................ 131
10.1.4 Benson Area CAMP’s Wicked Issue.................................. 132
10.2 Ditch 86A: Wicked Case Study Issue #2......................................... 132
10.2.1 Ditch 86A’s Outputs and Outcomes................................... 133
10.2.2 Ditch 86A’s Stakeholder Values........................................... 133
10.2.3 Ditch 86A’s Governance Frameworks................................ 134
10.2.4 Ditch 86A’s Wicked Issue..................................................... 134
10.3 AWQCP: Wicked Case Study #3...................................................... 135
10.3.1 AWQCP’s Outputs and Outcomes..................................... 135
10.3.2 AWQCP’s Stakeholder Values............................................. 135
10.3.3 AWQCP’s Governance Frameworks.................................. 136
10.3.4 AWQCP’s Wicked Issue....................................................... 136

Section IV Designing Collaborative

Governance Frameworks
11 The Nature of Collaborative Governance.............................................. 139
11.1 The Nature of Governance Actors................................................... 139
11.2 The Nature of Governance Styles.................................................... 142
11.3 The Nature of Organizations........................................................... 142
11.4 The Nature of Collaborative Governance....................................... 143
11.5 The Nature of Collaborative Governance Ecosystems................. 145

12 A Meta-Governor’s Role in Three Wicked Case Studies.................... 147

12.1 Setting Up a CAMP Collaboration.................................................. 148
12.1.1 Community of Actors........................................................... 148
12.1.2 Governance Style Preferences............................................. 148
x Contents

12.1.3 Creating a Collective Identity............................................. 150

12.1.4 Writing a Collective Groundwater Story........................... 150
12.1.5 A CAMP Meta-Governor’s Roles and Objectives............ 151
12.2 Ditch 86A and a Local Governance Scorecard.............................. 151
12.2.1 State Policy Rules.................................................................. 152
12.2.2 State of Confusion................................................................. 153
12.2.3 Local Governance Scorecard............................................... 154
12.2.4 Ditch 86A: A Meta-Governor’s Roles and Objectives...... 154
12.3 AWQCP in an Evolving Ecosystem................................................. 155
12.3.1 Bevens Creek Core 4............................................................. 156
12.3.2 MMPA 5-Star Certification.................................................. 156
12.3.3 MDA LEQA............................................................................ 158
12.3.4 AgEQA.................................................................................... 160
12.3.5 AQWCP.................................................................................. 161
12.3.6 AWQCP-PPP.......................................................................... 161
12.3.7 A Meta-Governor’s Role in Collaborative Ecosystems.......163

13 Making Collaborative Governance Happen.......................................... 165

13.1 Who Are the Core Collaborators?.................................................... 165
13.2 What Is the “Point of Service”.......................................................... 165
13.3 What Are the Issue Types?............................................................... 166
13.4 Who Are the Potential Stakeholders?.............................................. 166
13.5 What Is the Initial Governance Framework Assessment?........... 167
13.6 What Are the Tools of Convergence?.............................................. 168
13.7 Beginning a Customized Collaborative Governance Template....... 168
13.8 Aligning Governance Styles with Problem Typology.................. 169
13.9 What Is the Network Framework Type?......................................... 169
13.10 A Working Collaborative Governance Model............................... 169
13.11 Does the Collaboration Achieve Shared Governance?................. 170

14 Conclusion.................................................................................................... 171
14.1 Something Special Has Happened.................................................. 171
14.2 Preparing to Collaborate................................................................... 172
14.3 Meta-Governors Wanted................................................................... 172
14.3.1 Google® Governance Glasses............................................. 172
14.3.2 Seeing a Bigger Picture Clearer.......................................... 173
14.4 A Social Apparatus to Resolve Wicked Problems......................... 173
14.5 Collaborations Beyond Governance................................................ 173
Bibliography......................................................................................................... 175
Index...................................................................................................................... 187
Preface

The purpose of this book is to provide a common foundation for under-

standing and managing collaborative governance: the social component that
enables networks to manifest themselves into functioning collaborations.
Understanding the nature of collaborations from the perspective of gover-
nance actors and styles gives insight into how these new governance frame-
works emerge and evolve.
Governance happens. Governance emerges from formal and informal
organizational structures, such as families, teams, churches, businesses, and
government entities. It is a natural phenomenon; as William Morton Wheeler
stated about his study of insects, “ants, like human beings, can create civili-
zations without the use of reason” (Holldobler 2009). The governance style
chosen in the former was certainly not a conscious act, and in the latter it is
highly questionable if many were or are aware of the governance styles used
or needed to create a human civilization.
Governance is the next frontier of social democracies. The shift of gov-
ernance from traditional institutions into the hands of individuals is a
phenomenon that will reshape societies and civilizations as much as the
introduction of democratic principles themselves. Societies are people and
how they interact defines it.
The inherent challenge to enabling this shift is embedded in the nature
of governance—a cultural-based characteristic that is highly resistant to
change. Governance acts as the “force field” that becomes a defining feature
of organizational, institutional, and sector silos. It is invisible, ubiquitous,
rigid, and widely unknown. It is a force like gravity, where the greater the
mass of the institution, the greater the governing influence it has on sur-
rounding bodies. Like gravity, much of it remains a mystery as to how it
affects its surroundings, and how one can manage or manipulate it.
During the last 50 years, environmental issues related to common pool
resources heightened the awareness of governance as a key aspect in socio-
economic systems. As society became more interconnected, social and busi-
ness ecosystems emerged as a new mental model. As communications and
interactions shifted from top-down to horizontal and all directions, deci-
sion-making changed along with these new communication streams. And in
plain sight, governance changed. But what changed? This book seeks to cre-
ate the answer for that question in simple terms and concepts. So people can
describe what changed, what is changing, and how they want to see future
changes to governance; a social resource they can finally get their hands on
and arms around. This understanding begins with the awareness of how
governance emerges.

xi
xii Preface

You are a governance actor. You prefer a certain style of governance. Your
organization has a unique governance footprint. Combining these aspects
creates an organizational governance framework. As you and your organiza-
tion interact with other organizations, these governance frameworks gener-
ate friction and tension, often to the dismay of collaborators. This confusion
may lead to conflicts and distrust and the good intentions of the collabora-
tion are lost.
This book prepares you for this social journey of interaction, so one can not
only resolve these inherent issues of conflict but use the tremendous force of
governance to achieve your goals.
Much as Orville and Wilbur Wright did not need to understand the fun-
damentals of gravity to get their flying bicycle off the ground, organizations
and collaborations do not need to understand governance to get their project
off the ground. But for NASA to get a rocket into space, they needed a far
better understanding of the force of gravity, and for collaborations to resolve
the complex, wicked social problems of our day, they will need a far better
understanding of the force of governance and how it emerges.

Tim Gieseke
https://orcid.org/0000-0001-9367-591X
Acknowledgments

I would like to the many individuals that expressed interest and appreciation
to me for delving into this often overlooked and important aspect of society. I
would also like to thank my wife, Jenny, and our three boys Max, Isaac, and
Eli for their support and patience—and being an occasional sounding board
for my ideas. I would also like to thank friend and graphic designer, Ron
Schrader, for the artwork.

xiii
Author

Tim Gieseke’s interdisciplinary career path has pro-

vided him the opportunities to understand the complex
nature of society. His master’s degree in environmental
sciences is a cornerstone of his ecosystem mentality—
one that he can bring to a variety of disciplines. His
multi-sector career experience has helped him under-
stand how organizational culture influences an individ-
ual’s norms as it relates to “how things are done.”
This realization led him to delve into the emerging and
evolving field of organizational and collaborative gover-
nance. Through direct experience and deep research, he was able to create a
simplified and standardized governance assessment model. As he benefited
from this knowledge, he decided to share it; the result was this book, several
presentations, and training modules. Quite amazingly, he found that gover-
nance is not only very intuitive for people, but once they have a few concepts
and terms, they readily chat about it.
Tim Gieseke wishes to bring this knowledge to society to enable people to
carry democracy to the more intimate level of democracy, social governance.

https://orcid.org/0000-0001-9367-591X

xv
1
Introduction

Social networking theorist Clay Shirky compares the 21st century social
revolution enabled by today’s information and communication tech-
nologies to the 15th century social revolution enabled by Gutenberg’s
printing press invention. Shirky states that Gutenberg’s “movable type-
set” unleashed 200 years of social and economic unrest as the control
of knowledge creation and distribution migrated from the Church and
other elites to other sectors, businesses, and citizens (Shirky, 2008).

In looking forward from his 2005 TED talk, Shirky (2005) predicted not a
200-year period, but a 50-year period of unrest as society “dismantles” its
20th century hierarchical structure and seeks to establish a new social equi-
librium based on a highly networked society and a far more decentralized
model of knowledge creation and distribution to resolve society’s more com-
plex, wicked issues.

1.1 Wicked Problems
Rittel and Webber (1973) introduced the term wicked problems to describe
problems of an open societal system consisting of many variables and stake-
holders. They are unlike ordinary or tame problems that can be solved with
the traditional professions in science and engineering. Tame problems, such
as landing a human on the moon, may be complicated, but they are solv-
able and replicable. Wicked problems, such as climate change, neighborhood
poverty, or addressing watershed concerns are on-going issues with only
continuous one-shot opportunities to influence their outcomes. There are no
opportunities to apply the scientific method of analysis, application, and rep-
lication. Wicked problems are moving targets from multiple perspectives.

1.2 Networks
The emergence of wicked problems and the rearrangement of the flow of
information and relationships is having profound effects on society’s insti-
tutions and its networks. Networks have always been an integral feature of

1
2 Collaborative Environmental Governance Frameworks

democratic societies and their governments, but the advent of the Internet
and communication technology trends has emphasized the role that net-
works play in commerce, institutions, and democracies.
Most public policies are no longer implemented by a single public agency
with a single manager, but by a collaborative of public, non-profits, and for-
profit organizations (Koliba et al., 2010).
Networks are dominating our lives, livelihoods, and how we interact, so
much so that never before in the history of society have so many diverse
organizations worked side by side to achieve common objectives. It is now
commonly accepted that collaborative efforts are necessary to resolve the
complex issues that single organizations traditionally addressed.
Networks are becoming a necessity as the scope and scale of social prob-
lems have outgrown the capacity of our existing, individual organizations to
respond. The organizations are sometimes inadequate in terms of size, but
more so, in terms of complexity and dynamism. It would stand to reason that
an organization must be as complex, dynamic, and resilient as the issue the
organization is attempting to resolve.

1.3 Communicating to Collaborating
Networking enhances the communication channels among individuals and
organizations leading to more coordination of activities and cooperation
toward common goals. As relationships and interdependency grow, orga-
nizations begin to share resources and evolve into a collaboration. In that
light, Thomson and Perry (2006) defines collaboration as being a process in
which autonomous actors interact through formal and informal negotiation,
jointly creating rules and structures governing their relationships and ways
to act or decide on the issues that brought them together. In this environ-
ment, organizations are motivated to exchange knowledge and resources for
the purpose of resolving common issues.
These collaborations are essentially hybrid organizations that are created
when individuals from multiple organizations and sectors form a new type
of entity (Roberts, 2010).

1.4 Hybrid Organizations
Hybrids are the offspring of two different species, and, in the organization
and management literature, the term has been employed to describe orga-
nizations that span institutional and sector boundaries. Hybrids are able to
Introduction 3

draw on different sectoral paradigms, logics, and value systems, creating

novel forms that challenge the traditional concepts of organizations (Doherty
et al., 2014). Hybrids are organizations that can represent conflicting issues
of multiple organizations within a single organizational core (Besharov and
Smith, 2014).
Hybrid organizations can consist of representatives from a combination of
public, private, and non-profit organizations (Panda, 2015). The challenge for
hybrids is to align the disparate characteristics, goals, norms, cultures, and
governance of diverse organizations.

1.5 Collaborative Paradox
The complexity of wicked problems demands the collaboration of a diverse
mix of organizations; for their resources, knowledge, and perspectives. But
as organizations converge to form hybrid organizations, new conflicts and
confusion arise as organizational culture, norms, and governance do not
align. This collaborative paradox is not a superficial issue; it is deep-seated
in the culture of organizations. And at the core of organizational culture is
governance.

1.6 Collaborative Governance
Simply put, governance is “how things are done” (Jessop, 2002). It is the “who
and how” of decision-making and the activities conducted to accomplish
objectives and goals. The term “governance” suffers from multiple defini-
tions, as well as a variety of uses and applications, and it is often considered
an awkward concept to discuss.
Many assume that governance only applies to those in legislatures, gov-
ernment agencies, and corporate boards, and so people in non-leadership
roles often dismiss the need to understand governance. But new social net-
works, emerging collaborations, and hybridizing organizations not only put
governance within reach of all collaborators; governance becomes a require-
ment for collaborations to succeed.

1.6.1 Collaborative Governance DNA

This book examines governance as an emergent quality of collaborations,
and accepts four governance actors and three governance styles as the fun-
damental units, the DNA of collaborative governance. Each individual in a
4 Collaborative Environmental Governance Frameworks

collaboration is a governance actor; the smallest unit of governance. And the

decisions and activities of this smallest unit are influenced by the style of
governance they adopt. Perhaps for analogy’s sake: the collaboration is the
double-helix, the actor is the gene, and the style is the alleles.

1.6.1.1 Governance Actors
A governance actor is any participant involved in the action and decision-
making processes that achieve an objective or goal. For example, in this
book, a shared aquifer is used as a case study to identify the various actors
that make decisions and conduct activities. From a traditional perspective, it
is viewed that groundwater usage is governed by state agencies as they have
permitting responsibilities with respect to the location of the well and the
quantity of water an entity is allowed to use. What is often overlooked is that
many individuals and organizations contribute to the overall governance of
the groundwater.
Generically, four governance actors are identified: public policy-maker, pri-
vate policy-maker, public practitioner, and private practitioner. Each of these
actor types has unique perspectives and roles that are not associated with
only one type of organizational type; private, public, and non-profit. There
are relationships among actor types and organizational types, but the actor
type is more fundamental when one examines governance frameworks. As
an emergent quality, collaborative governance is based, in part, on the mix
of governance actors.

1.6.1.2 Governance Styles and Footprints

The secondary component of collaborative governance is the three styles of
governance: hierarchy, market, and network. Styles are also a component
that is often overlooked. Traditionally, governance is defined, or assumed
to be defined, as a number of top-down processes based on a command-
and-control nature. This hierarchical style of governance does exist and is
still prevalent, but market-style governance and network-style governance
are also commonly adopted governance options. The mix or ratio of adopted
governance styles is called the governance footprint.

1.7 Sense-Making of Collaborative Governance Frameworks

One strategy of this book is to reduce collaborations down to the units of
actors and styles, so that one can get a sense of how collaborative governance
emerges. Of course, no one individual or entity can direct or control collab-
orative governance to the degree of traditional hierarchical organizations,
Introduction 5

but with these insights, meta-governors; those that manage collaborations,

can greatly increase their understanding and influence relative to the gover-
nance framework that ultimately emerges.
In the book’s first section, “Something Special Is Happening,” the social
conditions causing the emergence of collaborations is discussed in Chapter 1.
In Chapter 2, collaborations are compared to biological superorganisms as
they evolve into hybrid organizations. Chapter 3 identifies things to consider
as one prepares to collaborate.
In the second section, “The Science of Collaborative Governance,” the nuts
and bolts, or better said, the genetic material of actors and styles is analyzed.
This section uses reductionism to understand the components of actors and
styles, and then reassembles them to understand how collaborative gover-
nance emerges. This section is based on the quote by John A. Morrison, stat-
ing that “knowledge comes by taking things apart: analysis. But wisdom
comes by putting things together.”
The third section, “Social Complexity and Three Wicked Case Studies,”
discusses the purpose of collaborations; why they are needed. Chapter 8
describes complexity and how it manifests itself in society. Chapter 9 looks
at the nature of society’s problems, and Chapter 10 reviews the nature of
three case studies. This third section attempts to lay out the big picture of
how society and its issues are rapidly evolving toward increased complexity,
and how we can get a grasp of this.
The fourth section, “Designing Collaborative Governance Frameworks,”
describes how to use the knowledge of actors and styles to design governance
frameworks. Chapter 11 assesses the nature of collaborative governance as it
relates to governance actors, styles, footprints, frameworks, and governance
ecosystems; the nature being its characteristics and traits relative to how
it manifests itself. Chapter 12 applies this knowledge from the perspective
of a meta-governor and the three wicked case studies. Chapter 13 takes a
pragmatic approach and lists the steps needed to initiate the ­collaborative
­governance building process.
The conclusion supports the idea that governance—as it appears to move
easily across philosophical and disciplinary boundaries, diverse fields of
practical application, a variety of scales of social life, and different political
camps and tendencies—is clearly a topic whose time has come.
Governance is aligned with Shirky’s (2005) thinking that the Internet pro-
vides society with a “new way to argue.” And so, the case can be made that
it also provides society with a new way to collaborate, and hence, a new way
to govern.
 Section I

Something Special
Is Happening

The notion that the world, generally, is unpredictable and interconnected is

hardly a surprise (Boulton and Allen, 2007). To grapple with this complexity,
organizations are converging and pooling their resources and knowledge in
new strategies called collaborations.
These collaborative interactions began in the early 2000s with the advent
of the collaborative economy. The collaborative economy, shared economy,
or what is often called the access economy is where consumers rely on each
other instead of large companies to meet their wants and needs.
Collaborations are organizations in their own right; they are hybrid orga-
nizations with unique structures and forms. Collaborations seek both order
and complexity to the extent that they gain the capacity and ability to resolve
complex, wicked problems.
To describe this phenomenon, Tom Goodwin, senior vice president of
strategy and innovation at Havas Media, stated, “Uber, the world’s largest
taxi company, owns no vehicles. Facebook, the world’s most popular media
owner, creates no content. Alibaba, the most valuable retailer, has no inven-
tory. And Airbnb, the world’s largest accommodation provider, owns no real
estate. Something special is happening” (Goodwin, 2015).
As this process enters society at-large, once again, something special is
happening.
2
Entering a Collaborative Era

The collaborative economy is just the beginning of the evolution into a more
interconnected society as practitioners, governments, private organizations,
and policy-makers converge around common social issues.
Collaborations are more than just “working together” or getting along.
Collaborations are themselves emergent qualities of a society that seeks to
resolve the complex issues before it. Collaborations are the manifestation of
individual actors sharing information, resources, and common values.
The collaborative economy ushered in the collaborative era. The collec-
tive knowledge and new platform tools used extensively by the collabora-
tive economy are now being applied to broader social issues. As people and
organizations continue to interact within this new platform space, cross-sec-
tor relationships develop, and new strategies emerge. Of course, resolving
socially complex, wicked problems is far more challenging than connecting
individuals for the purpose of conducting transactions, but as individuals
become more literate in collaboration, this knowledge can be applied to other
sectors. The evolution of these new structures, processes, and functions of
the collaborative ecosystem become applicable in social settings.

2.1 Emergence of Collaborations
Collaborating is becoming a 21st-century trend (Montiel-Overall, 2005). As
we progress into the 21st century, a revolutionary process is emerging at the
grassroots level of businesses, non-profits, and government services; organi-
zations are joining together (Roberts 2010). The need for individuals to think
and work together on issues of critical concern has compelled individuals
and organizations toward working in groups, moving them away from an
independent paradigm to a community perspective (Laal, 2011).
While collaboration will probably be remembered as an early 21st-century
phenomenon, its modern beginnings are often credited to Barbara Gray. Her
work in the 1980s drew heavily on inter-organizational theory literature. She
stated that there was a growing need to promote collaborative problem solv-
ing across the various sectors of society by focusing on the set of interdepen-
dencies that link various stakeholders together, rather than on the individual
actions of any single organization (Gray, 1985).

9
10 Collaborative Environmental Governance Frameworks

Gray’s (and others’) early work on collaboration has created waves of

change as it relates to individuals, corporations, business ecosystems, econ-
omies, and its influence has been felt across several sectors. Collaboration
among firms has expanded rapidly since the 1980s, mainly in response
to increased market competition and complexity, but also in response to
changes in technology and modes of production that allow for greater pro-
duction flexibility and innovation. Individual firms work to access more
markets and opportunities, spread risk, and leverage more capital than they
could do alone, by building inter-corporate alliances and flexible supplier
partnerships (Roberts and O’Connor, 2007).
Their span is becoming immense, not just in how collaborations are applied,
but also in who participates, what drives them to engage, and to what effect.
Zadek (2006) stated that there are literally millions of such collaborations in
the world today. Many are focused on local and specific issues, but a growing
number are now starting to operate at a national or even international level.
This collaboration trend appears to involve forging commonalities from
differences rather than finding solidarity through shared interests. Mutuality
in collaboration is created in partner organizations that combine and use
each other’s resources so that all benefit. Sharing information strengthens
each other’s operations and programs and creates respect for each other.
Moreover, organizations can achieve their own goals more effectively than
working alone, and working through differences to arrive at win-win solu-
tions creates longer lasting relationships (Thomson et al., 2008).
It is through collaboration, often involving the oddest bedfellows, that
effective solutions addressing poverty, inequality, and environmental issues
are created. Partnerships involving public institutions, as well as private
commercial and civil society organizations underpin a growing number of
initiatives addressing diverse, complex issues (Zadek, 2006).
Collaborations, as noted by Ansell and Gash (2007) have “bubbled up”
from many local experiments, often in reaction to failures of downstream
implementation and to the high cost and politicization of regulation. From
a more positive perspective, he argued, collaboration also arose from the
growth of knowledge and increased institutional capacity.

2.2 What Is Collaboration?
The term “collaboration” is widely used but not clearly understood, nor is
a definition widely agreeable. Since Gray’s work in the 1980s, collaborative
arrangements have grown significantly, and this disagreement has only
grown wider. The research suggests that a clear and widely accepted defini-
tion of “collaboration” has not materialized since Wood and Gray’s observa-
tions in the 1980s (Morris and Miller-Stevens, 2016).
Entering a Collaborative Era 11

2.2.1 Definitions
As the Latin roots of “collaboration” (com and laborare) suggest, collaboration
simply translates as “to work together” (Walter and Petr, 2000). Collaboration
is, at its root, a social activity. Beyond this definition, a variety of definitions
have been proposed since Gray (1989) defined collaboration as being “a pro-
cess through which parties who see different aspects of a problem can con-
structively explore their differences and search for solutions that go beyond
their own limited vision of what is possible.” Common terms to describe col-
laborative activity include alliances, coalitions, networks, partnerships, joint
ventures, and consortiums (Roberts, 2010).
Thomson and Perry (2006) defines collaboration as being a process in
which autonomous actors interact through formal and informal negotiation,
jointly creating rules and structures governing their relationships and ways
to act or decide on the issues that brought them together.
Collaboration is also known as a mutually beneficial and well-defined rela-
tionship that has been entered into by two or more organizations in order to
achieve common goals. The relationship includes a commitment to mutual
relationships and goals; a jointly developed structure and shared responsi-
bilities; mutual authority and accountability for success; and the sharing of
resources and rewards (Mattessich, 1992; Montiel-Overall, 2005).
In analyzing several points of view, Montiel (2005) defines collaborations
as instances when collaborators not only plan, decide, and act jointly; they
also think together. Collaborators combine independent ideas to create origi-
nal frameworks. In addition, there is a commitment to sharing resources,
power, and talent, with no single individual’s point of view dominating the
discussion, and the authority for decisions and actions residing with the
group as a whole.
O’Leary and Vij (2012) defined collaborations more narrowly—as a joint
activity by two or more government agencies with the purpose to increase
public value. Regardless of how one defines collaboration, the evidence
suggests that there is not a clear and widely accepted definition, even
decades after Wood and Gray’s observations in the 1980s (Morris and
Miller-Stevens, 2016).
Early in collaboration research, Kuhn (1996) argued that firm definitions
of complex human interactions, such as collaborations, suppress the abil-
ity to observe nuance and behavior that might otherwise prove impor-
tant. A singular definition tends to support the status quo at the expense
of creativity and innovation outside of an “accepted definition.” This may
be the case when comparing definitions of academics and practitioners.
Practitioners have been employing some form of collaboration in the work-
place for many years with no more agreement among practitioners than
there is among academics.
To further understand this range of definitions, Morris and Miller-Stevens
(2016) asked students to review 30 journal articles on collaboration. The
12 Collaborative Environmental Governance Frameworks

articles ranged from Gray’s work in the 1980s to articles published up to 2012.
The purpose of the exercise was to note all the definitional terms included in
each of the articles. While there were several definitions that the authors had
in common, the list included more than 60 different definitional elements
(many of which were included by only one author). No single element was
included in more than one-third of the articles reviewed.
Morris and Miller-Stevens (2016) points out that the increasing number of
collaboration studies published, coupled with the many varied definitions,
indicates a field of study in a state of constant and rapid development. As the
theories and models are refined, collaborators (and those who study them)
will move collectively toward a more complete understanding of this form
of interaction.
In the Philosophy of Collaboration, Randrup et al. (2016) chose a distinct
definition of collaboration: “as a joint effort toward a group goal.” Key con-
cepts included joint and group efforts, commitment, goal congruence, as well
as both coordinated and concerted collaboration. The definition of collabora-
tion must be sufficiently broad to include all purposes and all levels of interde-
pendence among efforts, how efforts are synchronized, and the type of work.
In these definitions the intensity of collaborating may differ where some
carry the perception that coordination or working together is collaborating
(Morris and Miller-Stevens, 2016).

2.2.2 Collaboration as a Continuum of Interaction

A difficulty in coming to an agreement upon a single definition of collabora-
tion becomes more apparent when collaborating is viewed as a continuum
on a spectrum of group interaction. Interactions between people and organi-
zations can occur in a wide range of settings, as well as to different degrees
(Morris and Miller-Stevens, 2016).
Social interaction can occur by mail, over the phone lines and the Internet,
and in person. But the true medium of collaboration is other people. Real
innovation comes from the social matrix and to the degree of interaction
(Montiel-Overall, 2005).
In their research for the Inter-Agency Services Collaboration Project
(IASCP), Roberts and O’Connor (2007) found that most collaborative efforts
had not yet reached a stage where they were “collaborations.” The efforts con-
sidered themselves to be collaboratively run, but their evolution was still in
the communication, cooperation, or coordination phases. Figure 2.1 illustrates
the continuum of collaborative activities, from less intense to more intense.
As the interaction progresses from left to right, the organizations move
from more autonomous to less autonomous relationships. The left side
describes relationships where the joint action is less central to the group’s
mission. The acts of communication, coordination, cooperation, and collabo-
ration are fundamentally different forms of interaction in terms of the risks
and commitments faced by potential collaborators (Walter and Petr, 2000).
Another random document with
no related content on Scribd:
ofreçiesse[412] me tocaua poco a
mi, y menos me daua por ello.
Miçilo.—Dime, si en vna
quaresma sabias que algun
feligres estaua en algun pecado
mortal, de alguna enemistad o en
amistad viçiosa de[413] alguna
muger, ¿qué hazias? No
trabajauas por hazer a los vnos
amigos, y a los otros vuscar
medios honestos y secretos como
los apartar del pecado?
Gallo.—Esos cuydados ninguna
pena me dauan. Proprios eran del
proprio pastor cura: viniesse a
verlos y proueerlos. Comiasse él
en cada vn año treçientos
ducados que valia el benefficio
paseandose por la corte, y auia
yo de lleuar toda la carga por dos
mil marauedis? No pareçe cosa
justa.
Miçilo.—¡Ay de las almas que lo
padeçian! Ya me pareçe que te
auias obligado con aquella
condiçion; que el cura su culpa
pagara.
Gallo.—Dexa[414] ya esto; y
quiero te contar vn
aconteçimiento que passé en un
tiempo, en el qual juntamente
siendote graçioso verás y
conoçerás la vanidad desta vida,
y el pago que dan sus viçios y
deleytes. Y tambien verás el
estado en que está el mundo, y
los engaños y laçiuia de las
peruersas y malas mugeres, y el
fin y daño que sacan los que a
sus suçias conuersaçiones se
dan; y viniendo al caso sabras,
que en vn tiempo yo fue vn muy
apuesto y agraçiado mançebo
cortesano y de buena
conuersaçion, de natural criança y
contina residençia en la corte de
nuestro Rey. Hijo de vn valeroso
señor de estado y casa real; y por
no me dar más a conoçer, basta,
que porque haze al proçeso de mi
historia te llego a dezir, que entre
otros preuillejios y gajes que
estauan anejos á nuestra casa,
era vna compañia de çien[415]
lanças de las que estan en las
guardas del Reyno, que llaman
hombres de armas de guarniçion.
Pues passa ansi que en el año
del señor de mil y quinientos y
veynte y dos, quando los
françesses entraron en el Reyno
de Nauarra con gran poder, por
tener ausente a nuestro prinçipe,
Rey y Señor, se juntaron todos los
grandes y señores de Castilla;
guiando por gouernador y capitan
general el condestable Don Yñigo
de Velasco para yr en la defensa
y amparo y restituçion de aquel
Reyno, porque se auian ya
lançado los françesses hasta
Logroño; y ansi por ser ya mi
padre viejo y indispuesto me
cometio y dió el poder de su
capitania con çedula y liçençia del
Rey; y ansi quando por los
señores gouernadores fue
mandado mouer, mandé a mi sota
capitan y alferez que caminassen
con su estandarte, siendo todos
muy bien proueydos y basteçidos
por nuestra reseña y alarde;
porque yo tenia çierto negoçio en
Logroño en que me conuenia
detener le mandé que guiassen, y
por mi carta se pressentassen al
Señor Capitan General, y yo
quedé allí; y despues quando
tuue acabado el negoçio parti con
vn escudero mio que á la contina
le lleuaba para mi conpañia y
serviçio en vn roçin; y luego como
entramos en[416] Nauarra fue
auisado que las mugeres en
aquella tierra eran grandes
hechizeras encantadoras, y que
tenian pacto y comunicaçion con
el demonio para el effecto de su
arte y encantamiento, y ansi me
auisauan que me guardasse y
viuiesse recatado, porque eran
poderosas en peruertir los
honbres y avn en conuertirlos en
vestias y piedras si querian; y
avnque en la verdad en alguna
manera me escandalizasse,
holgué en ser auisado, porque la
neçedad como es regoçijada
reçibe pasatiempo con
semejantes cosas; y tanbien
porque yo de mi cogeta fue
affiçionado a semejantes
aconteçimientos. Por tanto yua
deseoso de encontrarme con
alguna que me encantasse, y avn
yua de voluntad y pensamiento de
trocar por alguna parte de aquella
arte el fauor del prinçipe y su
capitania; y caminando vna
mañana[417] yendo reboluiendo
estas cosas en mi pensamiento,
al bajar de vna montaña me apeé
por estender las piernas, y
tanbien porque descansasse algo
mi cauallo, que començaua ya
algo el sol a calentar; y ansi como
fue apeado tirandole de las orejas
y estregandole el rostro di la
rienda a mi escudero Palomades
que ansi se llamaua,
mandandole[418] que caminasse
ante mi; y en esto bolui la cabeça
atras y veo venir tras mi vn
honbre en vna vestia, el qual en
su habito y trato luego que llegó
me pareçió ser de la tierra; por lo
qual y por holgar yo mucho de la
conuersaçion le aguardé, y ansi
llegando a mi me saludó; y por el
semejante se apeó para bajar, y
luego començé a le preguntar por
su tierra y lugar, como en el
camino suele aconteçer y él me
dixo que era de una aldea
pequeña que estaua vna legua de
allí; y yo trabajaua meterle en
conuersaçion presumiendo dél
algun encogimiento, porque como
aquella tierra estuuiesse al
presente en guerras tratan con
nosotros con algun recato no se
nos osando confiar. Pero en la
verdad aquel honbre no mostró
mucha cobardia, mas antes
demasiada liberalidad. Tanto que
de sus hablas y razones
façilmente juzgaras ser otra cosa
que honbre, porque ansi con su
habla me embelleñó que casi no
supe de mi, y ansi del Rey y de la
Reyna, y de la guerra de los
françeses y castellanos venimos a
hablar de la costumbre y bondad
de la gente de la tierra, y el
çiertamente vino a hablar en ello
de buena voluntad. Començomela
a loar de fertil y viçiosa,
abundante de todo lo necesario, y
yo dixe: hombre honrrado yo
tengo entendido desta tierra todo
el cunplimiento entre todas las
prouinçias del mundo, y que la
gente es de buena habilidad y
injenio, y las mugeres veo tanbien
que son hermosas y de apuesta y
agraçiada representacion; y ansi
él me replicó: por cierto, Señor,
ansi es como sentis: y entre todas
las otras cosas quiero que sepais
que las mugeres, demas de su
hermosura, son de admirable
habilidad, en tanta manera que en
saber exçeden a quantas en el
mundo son. Entonçes yo le
repliqué deseando saber de su
sçiençia; importunandole me
dixesse algo en particular de su
saber; y él me respondió en tanta
abundançia que toda mi atençion
lleuaua puesta en lo que el dezia.
Diziendo: señor, mandan el sol y
obedeçe, a las estrellas fuerçan
en su curso, y a la luna quitan y
ponen su luz conforme a su
voluntad. Añublan los ayres, y
hazen si quieren que se huelle y
paseen como la tierra. Al fuego
hazen que enfrie, y al agua que
queme. Hazense moças y en vn
punto viejas, palo, piedra y vestia.
Si les contenta vn honbre en su
mano está gozar dellos[419] a su
voluntad; y para tenerlos mas
aparejados a este effecto los
conuierten en diuersos animales
entorpeçiendoles sus[420]
sentidos y su buena naturaleza.
Han podido tanto con su arte que
ellas mandan y los honbres
obedeçen, o les cuesta la vida.
Porque quieren vsar de mucha
libertad yendo de dia y de noche
por caminos, valles y sierras a
hazer sus encantos y a coxer sus
yeruas y piedras, y hazer sus
tratos y conçiertos. Lleuauame
con esto tan traspuesto en si que
ningun acuerdo tenia de mi
quando llegamos al lugar; y
cabalgando en nuestras vestias
nos metimos[421] por el pueblo, y
queriendo yo passar adelante me
forçó con grande importunidad y
buena criança que quisiesse
apearme en su posada porque
seruia a vna dueña valerosa que
acostunbra reçebir semejantes
caualleros en su casa de buena
voluntad; y como fuesse llegada
la hora del comer holgué de me
apear. Salionos a reçebir vna
dueña de alta y buena
dispusiçion, y[422] avnque
representaua alguna edad tenia
ayre y desenboltura de moça, y
en viendome se vino para mi con
vna boz y habla halagüeña y muy
de presto dispuso toda la casa y
aparato con tanto seruiçio como si
fuera casa de un principe o
poderoso señor; y quando miré
por mi guia no la vi; porque
entrando en casa se me
desapareçió; y segun pareçe por
todo lo que passó antes y
despues no puedo creer sino que
aquella muger tenia aquel
demonio por familiar en hábito y
figura de honbre. Porque segun
mostró en su habla, trato y
conuersaçion no creo otra cosa,
sino que le tenia para enbiarle a
caza de hombres quando para su
apetito y recreaçion le daua la
voluntad. Porque ansi me cazó a
mi como agora oyras. Luego
como llegamos, con mil regalos y
ofreçimientos dispuso la comida
con grande aparato, con toda la
diligençia y soliçitud posible; en
toda abundançia de frutas, flores
y manjares de mucho gusto y
sabor, y los vinos muy preçiados
en toda suauidad, seruidos de
diuersas dueñas y donzellas, que
casi pareçian diferentes con cada
manjar. Tubome la fiesta en
mucho regocijo y passatiempo en
vna sala baja que caya sobre un
huerto de frutas y de flores muy
suabes; ya me pareçia que por
poco me quedara alli, sino fuera
porque ansi como en sueño me
acordé de mi viaje y compañia, y
aconsideré que corria gran peligro
mi honrra si me descuydasse; y
ansi sospirando me leuanté en pie
proponiendo yr con la posible
furia a cunplir con la guerra y
luego boluerme a gozar de aquel
parayso terrenal. Y ansi la maga
por estar muy contenta de mi
buena dispusiçion me propuso a
quedarme aquella noche alli;
diziendo que ella no queria, ni
tenia quanta prosperidad y
aparato poseya sino para seruir y
hospedar semejantes caualleros.
Prinçipalmente por auer sido su
marido vn castellano de gran
valor, al qual amó sobre todas las
cosas desta vida, y ansi no podia
faltar a los caualleros castellanos,
por representarsele qualquiera
dellos aquellos sus primeros
amores que ella a la contina tenia
ante sus ojos presente. Pero
como avn yo no auia perdido del
todo mi juizio y vso de razon
trabajé de agradeçerle con
palabras acompañadas de mucho
cumplimiento y criança la merçed
que me hazia; con protestaçion
que acabada la guerra yo vernia
con mas libertad a la seruir. No le
pessó mucho a la maga mi
defensa como esperaua antes de
la mañana satisfazerse de mi
mucho a su voluntad; y ansi me
dixo: pues señor, presupuesto
que teneis conoçido el deseo que
tengo de os seruir, y confiando
que cumplireis la palabra que me
dais, podreis hazer lo que
querreis; y por mas os seruir os
daré un criado mio que os guie
quatro leguas de aqui, donde os
vays a dormir con mucho solaz.
Porque tengo alli una muy
valerosa sobrina que tiene vn
fuerte y muy hermoso castillo en
vna muy deleytosa floresta que
estará quatro leguas de aqui,
llegando esta noche allí, no
perdiendo xornada para vuestro
proposito, por ser mia la guia y
por la graçia de mi sobrina que
tiene por costunbre[423] hospedar
semejantes caualleros, como yo,
os hospedará, y allí pasareis esta
noche mucho a vuestro contento
y solaz; yo le bessé las manos
por tan gran merçed, la qual
açepté; y luego salió el viejo que
me truxo allí cabalgando en vn
rozin y despidiendome de la
maga[424] començamos a
caminar. Fuemos hablando en
muchos loores de su señora, que
nunca acabaua de la
engrandeçer. Pues dixome: Señor
agora vays a este castillo donde
vereis vna donzella que en
hermosura y valor exçede a
quantas en el mundo ay; y
demandandole por su nonbre,
padres y calidad de estado me
dixo él: eso haré yo, señor, de
muy buena voluntad de os dezir,
porque despues desta mi señora
a quien yo agora siruo no creo
que ay en el mundo su igual, y a
quien con mejor voluntad
deseasse ni deua yo seruir por su
gran valor; y ansi Señor,
sabed[425] que esta donzella fue
hija de vn señor natural desta
tierra, del mejor linaje que en ella
ay, el qual se llamaua el gran
varon; y por su hermosura y linaje
fue demandada de muchos
caualleros de alta guisa, ansi
desta tierra como de Francia y
Castilla, y a todos los
menospreçió proponiendo de no
casar con otro sino con el hijo de
su rey; y siendo tratadas entre
ellos palabras de matrimonio
respondió el Rey de Nauarra que
tenia desposado su hijo con la
segunda hija del Rey de Françia,
y que no podia faltarle la palabra.
Por lo qual sintiendo ella afrenta
no auerle salido çierto su deseo,
por ser dama de alta guisa
propuso de nunca se casar hasta
oy; y ansi por auer en su linaxe
dueñas muy hadadas que la
hadaron, es ella la mas hadada y
sabia muger que en el mundo ay.
En tanta manera que por ser tan
sabia en las artes la llaman en
esta tierra la donzella Saxe hija
del gran varon; y ansi hablando
en esto fuemos a entrar en vna
muy hermosa y agraçiada floresta
de mucha y deleytable arboleda.
Por la qual hablando en estas[426]
y otras muchas cosas caminamos
al pareçer dos leguas hasta que
casi se acabó el dia. Y ansi casi
media hora antes que se pusiesse
el sol llegamos a vn pequeño y
muy apazible valle donde pareçia
que se augmentaua mas la
floresta con muchos jazmines
altos y muy graçiosos naranjos
que comunicauan en aquel
tiempo su oloroso azahar, y otras
flores de suabe y apazible olor.
En el medio del qual valle se
mostró vn fuerte y graçioso[427]
castillo que mostraua ser el
parayso terrenal. Era edificado de
muy altas y agraçiadas torres de
muy labrada canteria. Era labrado
de muy relumbrante marmol y de
jaspes muy finos, y del alabastro
y del musayco y moçaraues muy
perfetos y otras piedras de mucha
estima[428]. Pareciome ser dentro
de exçeso sin conparaçion más
polido, pues de fuera auia en el
tanta exçelençia. Y ansi fue que
como llamamos a la puerta del
castillo y por el portero fue
conoçida mi guia fueron abiertas
las puertas con mucha liberalidad,
y entramos a vn ancho patio; del
qual cada cuadro tenia seys
colunas de forma jonica, de fino
marmol, con sus arcos de la
mesma piedra, con vnas medallas
entre arco y arco que no les
faltaua sino el alma para hablar.
Eran las imagines de Piramo y
Tisbe, de Philis y Demophon; de
Cleopatra y Marco Antonio. Y ansi
todas las demas de los
enamorados de la antiguedad; y
antes que passe adelante quiero
que entiendas que esta donzella
Saxe de que aqui te contaré, no
era otra sino la vieja maga que en
el aldea al comer me hospedó. La
qual como le pareçiesse que no
se aprouechara de mi en su casa
tan a su plazer como aqui, tenia
por sus artes y industrias del
demonio esta floresta y castillo y
todo el seruiçio y aparato que
oyras, para holgar con quien
queria noches y dias como te
contaré. Por el friso de los arcos
del patio yua vna gruesa cadena
dorada que salia releuada en la
canteria, y vna letra que dezia:

«Quantos van en derredor,

son prisioneros de amor».

Auia por todo el torno ricas

imagines y piedras del Oriente, y
auia en los corredores altos
gruesas colunas enteras de
diamante, no sé si verdadero o
falso, pero oso juzgar que no auia
mas bella cosa en el mundo. Por
lo alto de la casa auia terrados de
muy hermosos y agraçiados
edefiçios, por los quales andauan
lindas y hermosas damas
vestidas de verde y de otros
amorosos colores, con guirnaldas
en las cabezas, de rosas y flores,
dançando a la muy suaue musica
de arpas y dulçaynas que les
tañian sin pareçer quién. Bien
puede qualquiera que aqui entre
afirmar que fuesse aqui el
parayso o el lugar donde el amor
fue naçido: porque aqui ni entra,
ni admiten en esta compañia cosa
que pueda entristeçer, ni dar
passion. No se vsa[429] aqui
otra[430] cosa sino[431] juegos,
plazeres, comeres, danzar, vaylar
y motexar. Y otras vezes juntas
damas y caualleros cantar musica
muy ordenada, que juzgaras estar
aqui los angeles en contina
conuersaçion y festiuidad. Nunca
alli entró cana, arruga, ni vejez;
sino solamente juuentud de doze
hasta treynta años, que se sepa
comunicar en todo deleyte y
plazer. En esta casa siempre es
abril y mayo, porque nunca en
todo el año el suaue y templado
calor y fresco les falta; porque
aquella diosa lo dispone con su
arte a medida de su voluntad y
neçesidad. Acompañanla aqui a
la contina muy valerosas damas
que ella tiene en su compañia de
su linaxe, y otras por amistad, las
quales atraen allí caualleros que
vienen en seguida de su valor.
Estos hazen la corte mas vfana y
granosa que nunca en casa de
Rey ni emperador tan adornada
de cortesania se vio. Porque
solamente entienden[432] en
inuençiones de traxes, justas,
danças y vayles; y otras a la
sonbra de muy apazibles arboles
nouelan, motejan, rien con gran
solaz; qual demanda questiones y
preguntas de amores; hazer
sonetos, coplas, villançicos, y
otras agudeças en que a la
contina reçiben plazer. Por lo alto
y por los xardines, por çima de
chopos, fresnos, laureles y
arrayanes, buelan calandrias,
sirgueros, canarios y ruyseñores
que con su musica hazen suaue
melodia. Estando yo mirando toda
esta hermosura ya medio fuera de
mi, se me pusieron delante dos
damas más de diuina que de
humana representaçion porque
tales pareçian en su habito, modo
y gesto; que todas venian
vestidas como de casa real.
Trayan muy ricos requamados,
joyas y piedras muy finas; rubies,
esmeraldas, diamantes, balajes,
zafires, jaçintos y de otras infinito
numero que no cuento. Estas
puestas ante mi con humilde y
agraçiado semblante, auiendoles
yo hecho la cortesia que a tales
damas se les deuia, con muy
cortés razonamiento me
ofreçieron el hospedaje y seruiçio
de aquella noche de parte de la
señora del castillo; y yo auiendo
açeptado la merçed con
hazimiento de graçias, me dixeron
estar me aguardando arriba; y
ansi dexando el cauallo a mi
escudero me guiaron por el
escalera. Avn no auiamos
acabado de subir quando vimos a
la bella Saxe que venia por el
corredor, la qual con aquella
cortesia y semblante me reçibió
como si yo fuera el Señor de todo
el mundo, y ansi fue de toda
aquella y trihunfante y agraçiada
corte tan reuerençiado y acatado
como si yo fuera todo el poder
que los auia de mandar. Era aquel
palaçio tan adornado y exçelente,
y tan apuesta aquella
bienauenturada[433] compañia
que me pareçe que mi lengua la
haze injuria en querertelo todo
pintar. Porque era ello todo de
tanto aparato y perfecçion, y mi
injenio de tan poca eloquençia
que es neçesario que baje su
hermosura y grandeza muy sin
comparaçion. Muchos abria a
quien yo contasse esta historia
que por su poca esperiençia les
pareçiese[434] manera de fingir.
Pero esfuerçome a te la pintar a ti
Miçilo más en la verdad que
puedo porque tengo entendido de
tu cordura que con tu buen crédito
debajo destas toscas y cortas
palabras entenderas lo mucho
que quiero sinificar. Porque
ciertamente era aquella corte y
compañia la más rica, la más
hermosa, agraçiada y generosa
que en el mundo nunca fue: ni
lengua humana con muy alta y
adornada eloquençia nunca
podria encareçer, ni pluma
escreuir. Era toda de florida y
bella edad, y sola entre todas
venia aquella mi bella diosa
relumbrando como el sol entre
todas las estrellas, de belleza
estraña. Era su persona de
miembros tan formados quanto
pudiera con la agudeza de su
ingenio pintar aquel famoso
Apeles con su pinçel. Los
cabellos luengos, rubios y
encrespados; trançados con vn
cordon de oro que venia a hazer
una injeniosa laçada sobre el lado
derecho de donde colgaua vn
joyel que no auia juizio que le
bastasse estimar[435]. Traya los
carrillos muy colorados de rosas y
jazmines, y la frente pareçia ser
de vn liso marfil; ancha,
espaciosa, llana y conueniente,
que el sol hazia eclipsar con su
resplandor. Debajo de dos arcos
de çejas negras como el fino
azabache le estan baylando dos
soles piadosos a alunbrar a los
que los miran, que pareçia estar
amor jugando en ellos y de alli
disparar tiros gentiles con que
visiblemente va matando a
qualquier hombre que con ellos
echa de ver. La nariz pequeña y
afilada, en que naturaleza mostró
su perfeçion. Muestrasse debajo
de dos pequeños valles la chica
boca de coral muy fino, y dentro
della al abrir y çerrar de un labrio
angelical se muestran dos hylos
de perlas orientales que trae por
dientes. Aqui se forman
çelestiales palabras que bastan
ablandar coraçones de diamante.
Aqui se forma vn reyr tan suaue
que a todos fuerça a obedeçer.
Tenia el cuello redondo, luengo y
sacado, y el pecho ancho, lleno y
blanco como la nieue, y a cada
lado puesta en él vna mançana
qual siendo ella diosa pudiera
poner en si para mostrar su
hermosura y perfeçion. Todo lo
demas que secreto está, como
cuerdo puedes juzgar
corresponder a lo que se muestra
de fuera en la mesma proporçion.
En fin en edad de catorçe años
escogió la hermosura que
naturaleza en vna dama pudo dar.
Pues visto lo mucho que te he
dicho de su veldad no te
marauillarás, Miçilo, si te digo que
de enamorado de su belleza me
perdi; y encantado salí de mí,
porque depositada en su mano mi
libertad me rendí a lo que de mí
quisiesse hazer.
Miçilo.—Por cierto no me
marauillo, Gallo, si perdiesses el
juizio por tan estremada
hermosura, pues a mi me tiene
encantado en solo te lo oyr.
Gallo.—Pues andando ansi,
como al lado me tomó,
siguiendonos toda aquella
graçiosa compañia, me yua
ofreçiendo con palabras de toda
cortesania á su subjeçion:
proponiendo nunca querer ni
demandar libertad, teniendo por
aueriguado que todo el mereçer
del mundo no podia llegar a
poseer joya de tan alto valor; y
avn juzgaua por bienanenturado
al que residiendo en su presençia
se le diesse sola su graçia sin
mas pedir. Hablando en muy
graçiosos requiebros,
faboreçiendome con vnos
ofreçimientos muy comedidos:
vnas vezes por mi persona, otras
diziendo que por quien me
embiaua alli. Entramos a vna gran
sala adornada de muy sumptuosa
y estraña tapiçeria: donde al cabo
della estaua vn gran estrado, y en
el medio dél vn poco más alto,
que mostraua alguna differencia
que se daua algo a sentir, estaua
debajo de un rico dosel de
brocado hecho el asiento de la
bella Saxe con muchos coxines,
debajo del qual junto consigo me
metio; y luego fue lleno todo el
estrado de graçiosas damas y
caualleros, y començando mucha
musica de menestriles se
començo vn diuino serao. Y
despues que todos aquellos
galanes huuieron dançado con
sus damas muy a su contento y
yo con la mia dançé, entraron en
la sala muchos pajes con muy
galanes libreas, con hachas en
sus manos, que los guiaua vn
maestresala que nos llamó a la
çena; y leuantandose todos
aquellos caualleros, tomando
cada qual por la mano a su dama
fuemos guiados por vna escalera
que deçendia sobre vn vergel,
donde estaua hecho vn paseo
debajo de vnos corredores altos
que cayan sobre la gran huerta; el
qual paseo era de largo de
doçientos pies. Eran todas las
colunas de verdadero jaspe
puestas por muy gentil y
agraçiado órden; todas çerradas
de arriba abajo con muy
entretexidos gazmines[436] y
rosales que dauan en aquella
pieza muy suave olor, con lo[437]
que lançauan de si muchos
clabeles y albahacas y naranjos
que estauan çerca de alli. Estaua
vna mesa puesta en el medio de
aquella pieza que era de largo
çien pies, puestos los manteles,
sillas y aparato, y ansi como
deçendimos a lo bajo començó a
sonar grandissimo numero y
differençia de musica: de
trompetas, cheremias,
sacabuches, dulçaynas, flautas,
cornetas y otras muchas
differençias de sonajas muy
graçiosas y apazibles que
adornauan mucho la fiesta y
engrandeçian la magestad y
enchian los coraçones de mucha
alegria y plazer. Ansi se sentaron
todos aquellos caualleros y
damas en la mesa, vna dama con
vn cauallero por su órden; y luego