Alastair Stark – författare

Memory and Institutional Amnesia in Government examines the way in which government suffers from institutional amnesia, meaning that it cannot hold or use memory of the past. Consequently, a great deal of important knowledge is erased and those who work in government find themselves repeating the mistakes of the past. The book explores these issues through a comparison of the public services of Australia, New Zealand, and the United Kingdom in which the authors establish the causes of institutional amnesia, analyze its effects, and recommend a series of treatments that might remedy the problems that it causes.

In the aftermath of major crises governments turn to public inquiries to learn lessons. Inquiries often challenge established authority, frame heroes and villains in the public spotlight and deliver courtroom-like drama to hungry journalists. As such, they can become high-profile political stories in their own right. Inquiries also have a policy learning mandate with big implications because they are ultimately responsible for identifying policy lessons which, if implemented, should keep us safe from the next big event. However, despite their high-profile nature and their position as the pre-eminent means of learning about crises, we still know very little about what inquiries produce in terms of learning and what factors influence their effectiveness in this regard. In light of this, the question that animates this book is as important as it is simple. Can post-crisis inquiries deliver effective lesson-learning which will reduce our vulnerability to future threats? Conventional wisdom suggests that the answer to this question should be an emphatic no. Outside of the academy, for example, inquiries are regularly vilified as costly wastes of time that illuminate very little while inside social scientists echo similar concerns, regularly describing inquiries as unhelpful. These commentaries, however, lack robust, generalizable evidence to support their claims. This volume provides evidence from the first international comparison of post-crisis inquiries in Australia, Canada, New Zealand, and the United Kingdom, which shows that, contrary to conventional wisdom, the post-crisis inquiry is an effective means of policy learning after crises and that they consistently encourage policy reforms that enhance our resilience to future threats.

Public inquiries regularly produce outcomes of importance to policy design. However, the policy design literature has largely ignored the many important ways that public inquiries can act as policy design tools, meaning the functions that inquiries can offer the policy designer are not properly understood. This Element addresses this gap in two ways. First, it presents a theoretical discussion, underpinned by international empirical illustrations, to explain how inquiries perform policy design roles and can be classified as procedural policy tools. It focuses on four inquiry functions - catalytic, learning, processual, and legitimation. Second, it addresses the challenge of designing inquiries that have the policy-facing capacities required to make them effective. It introduces plurality as a key variable influencing effectiveness, demonstrating its relevance to internal inquiry operations, the external inquiry environment, and policy tool selection. Thus, it combines conceptual and practical insights to speak to academic and practice orientated audiences.

Public inquiries regularly produce outcomes of importance to policy design. However, the policy design literature has largely ignored the many important ways that public inquiries can act as policy design tools, meaning the functions that inquiries can offer the policy designer are not properly understood. This Element addresses this gap in two ways. First, it presents a theoretical discussion, underpinned by international empirical illustrations, to explain how inquiries perform policy design roles and can be classified as procedural policy tools. It focuses on four inquiry functions - catalytic, learning, processual, and legitimation. Second, it addresses the challenge of designing inquiries that have the policy-facing capacities required to make them effective. It introduces plurality as a key variable influencing effectiveness, demonstrating its relevance to internal inquiry operations, the external inquiry environment, and policy tool selection. Thus, it combines conceptual and practical insights to speak to academic and practice orientated audiences.

Risk and Crisis Management in the Public Sector 3rd edition is a guide for public managers and public management students which combines practical and scholarly knowledge about risk and crisis management together in a single accessible text. In the uncertainty of the twenty-first century, public managers need to know how to identify risks and plan for crises, how to respond to uncertain events and emergencies and how to develop resilience. This book provides this fundamental knowledge with reference to a range of contemporary cases including COVID-19, the war in Ukraine and global cyber-crime crises. It also explores the international, transboundary and multi-agency dimensions of risk and crisis management.This fully updated new edition explores the cutting edge of risk and crisis management scholarship, provides an extensive series of tools and practical guidance for public managers who deal with uncertainty and draws on a wealth of classic and contemporary case studies. This content equips readers and public managers with the knowledge and skills to understand key issues and debates, as well as the capacity to treat risks and better prepare for, respond to and recover from crisis episodes. This book is essential reading for students studying public management, risk management and crisis management as well as professionals in the public management sector.

Risk and Crisis Management in the Public Sector 3rd edition is a guide for public managers and public management students which combines practical and scholarly knowledge about risk and crisis management together in a single accessible text. In the uncertainty of the twenty-first century, public managers need to know how to identify risks and plan for crises, how to respond to uncertain events and emergencies and how to develop resilience. This book provides this fundamental knowledge with reference to a range of contemporary cases including COVID-19, the war in Ukraine and global cyber-crime crises. It also explores the international, transboundary and multi-agency dimensions of risk and crisis management.This fully updated new edition explores the cutting edge of risk and crisis management scholarship, provides an extensive series of tools and practical guidance for public managers who deal with uncertainty and draws on a wealth of classic and contemporary case studies. This content equips readers and public managers with the knowledge and skills to understand key issues and debates, as well as the capacity to treat risks and better prepare for, respond to and recover from crisis episodes. This book is essential reading for students studying public management, risk management and crisis management as well as professionals in the public management sector.