ABSTRACT
This chapter explores how governance systems sometimes succeed in forming a higher-order structure that guides reform in the interest of longer-term, larger-scale interests. The hypothesis is that these adaptive networks may become self-standing systems that co-evolve with the governance system. Adaptive networks are an ideal type, opposing power networks. In adaptive networks creative breakthroughs in inert or even deadlocked policy issues are developed, whereas in power networks negotiation and politics take place that often sustain the deadlocked situation. Literature on complexity leadership and complex adaptive systems often stress the relevance of interplay between the power and adaptive networks. Adaptive networks are oriented to goal orientation on the long term, whereas power networks are focused on reaching short term goals. Culture and psychology, which, like power relations, are part of the social structure, are therefore determinants of adaptive organizations. Adaptive networks are therefore the expression of collective leadership.
