Tying the Network Together : Evaluating the Impact of an Intervention into the Advice Network of Public Managers

Networks are often see as emergent and self-managed; and yet much of the research on networks examines how networks affect the effectiveness of systems and individuals. Is it possible to intervene in the configuration of a network to improve how it functions? Here we evaluate the impact of an intervention to change the array of relationships connecting a set of distributed public managers, State Health Officials (SHOs). SHOs were brought together for a one week executive educational program near the beginning of their tenures. This paper evaluates the question as to whether this program had long run effects on the ties among SHOs. Using a combination of survey and interview data, we find that there is a substantial effect on the probability of ties between individuals that attend the program together, relative to individuals who attend the program in different cohorts. Given recent findings that highlight the importance of interpersonal networks in the effectiveness of individual managers, this suggests a potential role for interventions to improve the efficiency of dispersed, public sector manager to manager networks