Skip to main content
Top
Published in:
Cover of the book

2019 | OriginalPaper | Chapter

1. Blind Spots, Biased Attention, and the Politics of Non-coordination

Authors : Tobias Bach, Kai Wegrich

Published in: The Blind Spots of Public Bureaucracy and the Politics of Non-Coordination

Publisher: Springer International Publishing

Activate our intelligent search to find suitable subject content or patents.

search-config
loading …

Abstract

Bach and Wegrich introduce the key theme of the volume, which revolves around understanding how routine processes of decision-making in public sector organizations potentially lead to problematic outcomes in terms of coordination and problem solving. Instead of viewing those outcomes as the result of organizational or individual pathologies, the chapter traces the origins of non-coordination within and between organizations to intentionally rational organizational behaviour. Conceptualizing blind spots as part of a larger universe of biases in organizational attention, based on established theoretical notions of bounded rationality and institutionalized organizations, the authors show how different types of attention biases provide novel insights into seemingly irrational or uncoordinated administrative behaviour.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Footnotes
1
The study by Hartlapp et al. (2013) uses the theoretical language of ‘bureaucratic politics’ yet in essence tells a story of selective perception that is biased towards the problem views and solutions of the unit in charge and patterns of negative coordination as elaborated by Scharpf (1994).
 
2
Hood (1998) uses both ‘blind spots’ (p. 18) and ‘Achilles’ Heel or characteristic path of collapse’ (p. 27) when referring to those inherent weaknesses of different models of organization in public management.
 
3
Another mechanism discussed by Fligstein et al. (2017) is organizational conditions that promote ‘positive asymmetries’, or the idea that actors in specific social settings bias information towards best-case scenarios.
 
Literature
go back to reference Adolph, C. (2013). Bankers, bureaucrats, and central bank politics: The myth of neutrality. Cambridge, UK: Cambridge University Press.CrossRef Adolph, C. (2013). Bankers, bureaucrats, and central bank politics: The myth of neutrality. Cambridge, UK: Cambridge University Press.CrossRef
go back to reference Allison, G. T. (1997). Public and private management: Are they fundamentally alike in all unimportant respects? (1980). In J. M. Shafritz & A. C. Hyde (Eds.), Classics of public administration (4th ed., pp. 383–400). Fort Worth: Harcourt Brace College Publishers. Allison, G. T. (1997). Public and private management: Are they fundamentally alike in all unimportant respects? (1980). In J. M. Shafritz & A. C. Hyde (Eds.), Classics of public administration (4th ed., pp. 383–400). Fort Worth: Harcourt Brace College Publishers.
go back to reference Allison, G. T., & Halperin, M. H. (1972). Bureaucratic politics: A paradigm and some policy implications. World Politics, 24, 40–79.CrossRef Allison, G. T., & Halperin, M. H. (1972). Bureaucratic politics: A paradigm and some policy implications. World Politics, 24, 40–79.CrossRef
go back to reference Bach, T., De Francesco, F., Maggetti, M., & Ruffing, E. (2016). Transnational bureaucratic politics: An institutional rivalry perspective on EU network governance. Public Administration, 94(1), 9–24.CrossRef Bach, T., De Francesco, F., Maggetti, M., & Ruffing, E. (2016). Transnational bureaucratic politics: An institutional rivalry perspective on EU network governance. Public Administration, 94(1), 9–24.CrossRef
go back to reference Bach, T., & Wegrich, K. (2016). Regulatory reform, accountability and blame in public service delivery: The public transport crisis in Berlin. In T. Christensen & P. Lægreid (Eds.), The Routledge handbook to accountability and welfare state reforms in Europe (pp. 223–235). London: Routledge. Bach, T., & Wegrich, K. (2016). Regulatory reform, accountability and blame in public service delivery: The public transport crisis in Berlin. In T. Christensen & P. Lægreid (Eds.), The Routledge handbook to accountability and welfare state reforms in Europe (pp. 223–235). London: Routledge.
go back to reference Barnett, M. N., & Finnemore, M. (1999). The politics, power, and pathologies of international organizations. International Organization, 53(4), 699–732.CrossRef Barnett, M. N., & Finnemore, M. (1999). The politics, power, and pathologies of international organizations. International Organization, 53(4), 699–732.CrossRef
go back to reference Boin, A., & Christensen, T. (2008). The development of public institutions: Reconsidering the role of leadership. Administration & Society, 40(3), 271–297.CrossRef Boin, A., & Christensen, T. (2008). The development of public institutions: Reconsidering the role of leadership. Administration & Society, 40(3), 271–297.CrossRef
go back to reference Bouckaert, G., Peters, B. G., & Verhoest, K. (2010). The coordination of public sector organizations: Shifting patterns of public management. Basingstoke and New York: Palgrave Macmillan.CrossRef Bouckaert, G., Peters, B. G., & Verhoest, K. (2010). The coordination of public sector organizations: Shifting patterns of public management. Basingstoke and New York: Palgrave Macmillan.CrossRef
go back to reference Bovens, M., & ’t Hart, P. (2016). Revisiting the study of policy failures. Journal of European Public Policy, 23(5), 653–666.CrossRef Bovens, M., & ’t Hart, P. (2016). Revisiting the study of policy failures. Journal of European Public Policy, 23(5), 653–666.CrossRef
go back to reference Brunsson, N., & Olsen, J. P. (1993). The reforming organization. London: Routledge. Brunsson, N., & Olsen, J. P. (1993). The reforming organization. London: Routledge.
go back to reference Busuioc, E. M. (2016). Friend or fore? Inter-agency cooperation, organizational reputation, and turf. Public Administration, 94(1), 40–56.CrossRef Busuioc, E. M. (2016). Friend or fore? Inter-agency cooperation, organizational reputation, and turf. Public Administration, 94(1), 40–56.CrossRef
go back to reference Carpenter, D. P. (2010). Reputation and power: Organizational image and pharmaceutical regulation at the FDA. Princeton: Princeton University Press. Carpenter, D. P. (2010). Reputation and power: Organizational image and pharmaceutical regulation at the FDA. Princeton: Princeton University Press.
go back to reference Carpenter, D. P., & Krause, G. A. (2012). Reputation and public administration. Public Administration Review, 72(1), 26–32.CrossRef Carpenter, D. P., & Krause, G. A. (2012). Reputation and public administration. Public Administration Review, 72(1), 26–32.CrossRef
go back to reference Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs: Prentice-Hall. Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs: Prentice-Hall.
go back to reference Dearborn, D. C., & Simon, H. A. (1958). Selective perception: A note on the departmental identifications of executives. Sociometry, 21(2), 140–144.CrossRef Dearborn, D. C., & Simon, H. A. (1958). Selective perception: A note on the departmental identifications of executives. Sociometry, 21(2), 140–144.CrossRef
go back to reference Dunleavy, P. (1991). Democracy, bureaucracy and public choice: Economic explanations in political science. New York: Harvester Wheatsheaf. Dunleavy, P. (1991). Democracy, bureaucracy and public choice: Economic explanations in political science. New York: Harvester Wheatsheaf.
go back to reference Egeberg, M. (2012). How bureaucratic structure matters: An organizational perspective. In J. Pierre & B. G. Peters (Eds.), The Sage handbook of public administration (2nd ed., pp. 157–167). Los Angeles: Sage.CrossRef Egeberg, M. (2012). How bureaucratic structure matters: An organizational perspective. In J. Pierre & B. G. Peters (Eds.), The Sage handbook of public administration (2nd ed., pp. 157–167). Los Angeles: Sage.CrossRef
go back to reference Fligstein, N., Stuart Brundage, J., & Schultz, M. (2017). Seeing like the Fed: Culture, cognition, and framing in the failure to anticipate the financial crisis of 2008. American Sociological Review, 82(5), 879–909.CrossRef Fligstein, N., Stuart Brundage, J., & Schultz, M. (2017). Seeing like the Fed: Culture, cognition, and framing in the failure to anticipate the financial crisis of 2008. American Sociological Review, 82(5), 879–909.CrossRef
go back to reference Gieve, J., & Provost, C. (2012). Ideas and coordination in policymaking: The financial crisis of 2007–2009. Governance, 25(1), 61–77.CrossRef Gieve, J., & Provost, C. (2012). Ideas and coordination in policymaking: The financial crisis of 2007–2009. Governance, 25(1), 61–77.CrossRef
go back to reference Gilad, S. (2012). Attention and reputation: Linking regulators’ internal and external worlds. In M. Lodge & K. Wegrich (Eds.), Executive politics in times of crisis (pp. 157–175). Basingstoke: Palgrave Macmillan.CrossRef Gilad, S. (2012). Attention and reputation: Linking regulators’ internal and external worlds. In M. Lodge & K. Wegrich (Eds.), Executive politics in times of crisis (pp. 157–175). Basingstoke: Palgrave Macmillan.CrossRef
go back to reference Gilad, S. (2015). Political pressures, organizational identity, and attention to tasks: Illustrations from pre-crisis financial regulation. Public Administration, 93(3), 593–608.CrossRef Gilad, S. (2015). Political pressures, organizational identity, and attention to tasks: Illustrations from pre-crisis financial regulation. Public Administration, 93(3), 593–608.CrossRef
go back to reference Goodsell, C. T. (1985). The case for bureaucracy: A public administration polemic (2nd ed.). Chatham, NJ: Chatham House. Goodsell, C. T. (1985). The case for bureaucracy: A public administration polemic (2nd ed.). Chatham, NJ: Chatham House.
go back to reference Gulick, L. (1937). Notes on the theory of organization. In L. Gulick & L. Urwick (Eds.), Papers on the science of administration (pp. 2–45). New York: Institute of Public Administration. Gulick, L. (1937). Notes on the theory of organization. In L. Gulick & L. Urwick (Eds.), Papers on the science of administration (pp. 2–45). New York: Institute of Public Administration.
go back to reference Hammond, T. H. (1990). In defence of Luther Gulick’s notes on the theory of organization. Public Administration, 68(2), 143–173.CrossRef Hammond, T. H. (1990). In defence of Luther Gulick’s notes on the theory of organization. Public Administration, 68(2), 143–173.CrossRef
go back to reference Hammond, T. H. (2007). Why is the intelligence community so difficult to redesign? Smart practices, conflicting goals, and the creation of purpose-based organizations. Governance, 20(3), 401–422.CrossRef Hammond, T. H. (2007). Why is the intelligence community so difficult to redesign? Smart practices, conflicting goals, and the creation of purpose-based organizations. Governance, 20(3), 401–422.CrossRef
go back to reference ’t Hart, P., & Wille, A. (2012). Bureaucratic politics: Opening the black box of executive government. In B. G. Peters & J. Pierre (Eds.), The Sage handbook of public administration (pp. 369–378). Los Angeles: Sage.CrossRef ’t Hart, P., & Wille, A. (2012). Bureaucratic politics: Opening the black box of executive government. In B. G. Peters & J. Pierre (Eds.), The Sage handbook of public administration (pp. 369–378). Los Angeles: Sage.CrossRef
go back to reference Hartlapp, M., Metz, J., & Rauh, C. (2013). Linking agenda setting to coordination structures: Bureaucratic politics inside the European Commission. Journal of European Integration, 35(4), 425–441.CrossRef Hartlapp, M., Metz, J., & Rauh, C. (2013). Linking agenda setting to coordination structures: Bureaucratic politics inside the European Commission. Journal of European Integration, 35(4), 425–441.CrossRef
go back to reference Heims, E. M. (2017). Regulatory co-ordination in the EU: A cross-sector comparison. Journal of European Public Policy, 24(8), 1116–1134.CrossRef Heims, E. M. (2017). Regulatory co-ordination in the EU: A cross-sector comparison. Journal of European Public Policy, 24(8), 1116–1134.CrossRef
go back to reference Hinterleitner, M., & Sager, F. (2016). Anticipatory and reactive forms of blame avoidance: Of foxes and lions. European Political Science Review, 9, 1–20. Hinterleitner, M., & Sager, F. (2016). Anticipatory and reactive forms of blame avoidance: Of foxes and lions. European Political Science Review, 9, 1–20.
go back to reference Hood, C. (1974). Administrative diseases: Some types of dysfunctionality in administration. Public Administration, 52(4), 439–454.CrossRef Hood, C. (1974). Administrative diseases: Some types of dysfunctionality in administration. Public Administration, 52(4), 439–454.CrossRef
go back to reference Hood, C. (1998). The art of the state: Culture, rhetoric, and public management. Oxford: Oxford University Press. Hood, C. (1998). The art of the state: Culture, rhetoric, and public management. Oxford: Oxford University Press.
go back to reference Hood, C. (2011). The blame game: Spin, bureaucracy, and self-preservation in government. Princeton: Princeton University Press. Hood, C. (2011). The blame game: Spin, bureaucracy, and self-preservation in government. Princeton: Princeton University Press.
go back to reference Janis, I. L. (1989). Crucial decisions: Leadership in policymaking and crisis management. New York: Free Press. Janis, I. L. (1989). Crucial decisions: Leadership in policymaking and crisis management. New York: Free Press.
go back to reference Jones, B. D. (2017). Behavioral rationality as a foundation for public policy studies. Cognitive Systems Research, 43, 63–75.CrossRef Jones, B. D. (2017). Behavioral rationality as a foundation for public policy studies. Cognitive Systems Research, 43, 63–75.CrossRef
go back to reference Koop, C., & Lodge, M. (2014). Exploring the co-ordination of economic regulation. Journal of European Public Policy, 21(9), 1311–1329.CrossRef Koop, C., & Lodge, M. (2014). Exploring the co-ordination of economic regulation. Journal of European Public Policy, 21(9), 1311–1329.CrossRef
go back to reference Lodge, M., & Wegrich, K. (2014). Fiscal consolidation in Germany: Drifting away from the politics of the switching yard? In C. Hood, D. Heald, & R. Himaz (Eds.), When the party’s over: The politics of fiscal squeeze in perspective (pp. 161–183). Oxford: Oxford University Press. Lodge, M., & Wegrich, K. (2014). Fiscal consolidation in Germany: Drifting away from the politics of the switching yard? In C. Hood, D. Heald, & R. Himaz (Eds.), When the party’s over: The politics of fiscal squeeze in perspective (pp. 161–183). Oxford: Oxford University Press.
go back to reference Maor, M. (2015). Theorizing bureaucratic reputation. In A. Wæraas & M. Maor (Eds.), Organizational reputation in the public sector (pp. 17–36). New York: Routledge. Maor, M. (2015). Theorizing bureaucratic reputation. In A. Wæraas & M. Maor (Eds.), Organizational reputation in the public sector (pp. 17–36). New York: Routledge.
go back to reference Maor, M., Gilad, S., & Ben-Nun Bloom, P. (2013). Organizational reputation, regulatory talk, and strategic silence. Journal of Public Administration Research and Theory, 23(3), 581–608.CrossRef Maor, M., Gilad, S., & Ben-Nun Bloom, P. (2013). Organizational reputation, regulatory talk, and strategic silence. Journal of Public Administration Research and Theory, 23(3), 581–608.CrossRef
go back to reference Mayntz, R. (2003). New challenges to governance theory. In H. Bang (Ed.), Governance as social and political communication (pp. 27–40). Manchester: Manchester University Press. Mayntz, R. (2003). New challenges to governance theory. In H. Bang (Ed.), Governance as social and political communication (pp. 27–40). Manchester: Manchester University Press.
go back to reference Meier, K. J. (2010). Governance, structure, and democracy: Luther Gulick and the future of public administration. Public Administration Review, 70, S284–S291.CrossRef Meier, K. J. (2010). Governance, structure, and democracy: Luther Gulick and the future of public administration. Public Administration Review, 70, S284–S291.CrossRef
go back to reference Merton, R. K. (1940). Bureaucratic structure and personality. Social Forces, 18(4), 560–568.CrossRef Merton, R. K. (1940). Bureaucratic structure and personality. Social Forces, 18(4), 560–568.CrossRef
go back to reference Metcalfe, L. (1994). International policy co-ordination and public management reform. International Review of Administrative Sciences, 60(2), 271–290.CrossRef Metcalfe, L. (1994). International policy co-ordination and public management reform. International Review of Administrative Sciences, 60(2), 271–290.CrossRef
go back to reference National Commission on Terrorist Attacks upon the United States. (2004). The 9/11 commission report: Final report. New York: Norton. National Commission on Terrorist Attacks upon the United States. (2004). The 9/11 commission report: Final report. New York: Norton.
go back to reference Parker, C. F., & Stern, E. K. (2002). Blindsided? September 11 and the origins of strategic surprise. Political Psychology, 23(3), 601–630.CrossRef Parker, C. F., & Stern, E. K. (2002). Blindsided? September 11 and the origins of strategic surprise. Political Psychology, 23(3), 601–630.CrossRef
go back to reference Pidgeon, N., & O’Leary, M. (2000). Man-made disasters: Why technology and organizations (sometimes) fail. Safety Science, 34(1), 15–30.CrossRef Pidgeon, N., & O’Leary, M. (2000). Man-made disasters: Why technology and organizations (sometimes) fail. Safety Science, 34(1), 15–30.CrossRef
go back to reference Roberts, A. (2010). The logic of discipline: Global capitalism and the architecture of government. Oxford: Oxford University Press.CrossRef Roberts, A. (2010). The logic of discipline: Global capitalism and the architecture of government. Oxford: Oxford University Press.CrossRef
go back to reference Scharpf, F. W. (1994). Games real actors could play: Positive and negative coordination in embedded negotiations. Journal of Theoretical Politics, 6(1), 27–53.CrossRef Scharpf, F. W. (1994). Games real actors could play: Positive and negative coordination in embedded negotiations. Journal of Theoretical Politics, 6(1), 27–53.CrossRef
go back to reference Seibel, W. (2014). Kausale Mechanismen des Behördenversagens: Eine Prozessanalyse des Fahndungsfehlschlags bei der Aufklärung der NSU-Morde. der moderne staat, (2014/02), 375–413. Seibel, W. (2014). Kausale Mechanismen des Behördenversagens: Eine Prozessanalyse des Fahndungsfehlschlags bei der Aufklärung der NSU-Morde. der moderne staat, (2014/02), 375–413.
go back to reference Selznick, P. (1957). Leadership in administration: A sociological interpretation. New York: Harper & Row. Selznick, P. (1957). Leadership in administration: A sociological interpretation. New York: Harper & Row.
go back to reference Simon, H. A. (1947). Administrative behavior: A study of decision-making processes in administrative organizations. New York: Macmillan. Simon, H. A. (1947). Administrative behavior: A study of decision-making processes in administrative organizations. New York: Macmillan.
go back to reference Simon, H. A. (1964). On the concept of organizational goal. Administrative Science Quarterly, 9(1), 1–22.CrossRef Simon, H. A. (1964). On the concept of organizational goal. Administrative Science Quarterly, 9(1), 1–22.CrossRef
go back to reference Vestlund, N. M. (2015). Changing policy focus through organizational reform? The case of the pharmaceutical unit in the European Commission. Public Policy and Administration, 30(1), 92–112.CrossRef Vestlund, N. M. (2015). Changing policy focus through organizational reform? The case of the pharmaceutical unit in the European Commission. Public Policy and Administration, 30(1), 92–112.CrossRef
go back to reference Weaver, R. K. (1986). The politics of blame avoidance. Journal of Public Policy, 6(4), 371–398.CrossRef Weaver, R. K. (1986). The politics of blame avoidance. Journal of Public Policy, 6(4), 371–398.CrossRef
go back to reference Wegrich, K., & Štimac, V. (2014). Coordination capacity. In M. Lodge & K. Wegrich (Eds.), The problem-solving capacity of the modern state (pp. 41–62). Oxford: Oxford University Press. Wegrich, K., & Štimac, V. (2014). Coordination capacity. In M. Lodge & K. Wegrich (Eds.), The problem-solving capacity of the modern state (pp. 41–62). Oxford: Oxford University Press.
go back to reference Wilensky, H. L. (1967). Organizational intelligence: Knowledge and policy in government and industry. New York: Basic Books. Wilensky, H. L. (1967). Organizational intelligence: Knowledge and policy in government and industry. New York: Basic Books.
go back to reference Wilson, J. Q. (1989). Bureaucracy: What government agencies do and why they do it. New York: Basic Books. Wilson, J. Q. (1989). Bureaucracy: What government agencies do and why they do it. New York: Basic Books.
Metadata
Title
Blind Spots, Biased Attention, and the Politics of Non-coordination
Authors
Tobias Bach
Kai Wegrich
Copyright Year
2019
Publisher
Springer International Publishing
DOI
https://doi.org/10.1007/978-3-319-76672-0_1

Premium Partner