The structure of policy change
著者
書誌事項
The structure of policy change
The University of Chicago Press, c2018
- : pbk
- : cloth
大学図書館所蔵 件 / 全5件
-
該当する所蔵館はありません
- すべての絞り込み条件を解除する
注記
Summary: "Government agencies respond to increasingly complex problems and a rapidly changing political environment which creates new priorities, forcing agencies to respond to unanticipated situations, often with little knowledge or preparation, creating instability in the policy making process. Epp argues that agencies vary in the complexity of the problems they face, whether they maintain a level of expertise and capacity to analyze complex problems, and how they make decisions."--Provided by publisher
Includes bibliographical references (p. 169-178) and index
内容説明・目次
内容説明
When the Soviet Union launched Sputnik, the Red Scare seized the American public. While President Eisenhower cautioned restraint, his hand was forced, and NASA's budget had increased five thousand percent over its pre-Sputnik levels by the time President Kennedy proposed landing a man on the moon. Spending on the space race is in no way unique; Almost every policy area has its own Sputnik-type story, where waves of popular support for an idea (or disillusionment with a previous one) created new political priorities, resulting in dramatic changes to the budget or compelling agencies to respond quickly with little knowledge or preparation. Is this instability an inherent feature of the policy process, or is it possible for an agency to deal with problems in a way that insulates it from swings in public opinion and thus imposes some stability on the decision making process? Derek A. Epp argues that some agencies can indeed do that and that instability is at least partially a function of poor institutional design. While it is inherently more challenging to maintain stability around complex problems like immigration or climate change, the deliberative process itself can affect the degree of stability around an issue. Epp looks at whether agencies follow a deliberative model for decision making, in which policies are developed by means of debate among a small group of policymakers, or a collective model, in which the opinions of many people are aggregated, as with the stock market. He argues that, in many instances, the collective model produces more informed and stable policy outcomes that can be adapted more readily to new information and changing public priorities.
「Nielsen BookData」 より