By Dr Geoff Dudley
The strain among coverage balance and alter is a key political phenomenon, yet its dynamics were little understood. Why Does coverage swap? examines and explains the dynamics of significant coverage swap by way of case experiences from British delivery coverage seeing that 1945. the numerous contrasts among street and rail rules during this interval lend themselves completely to the authors' theories of what brings approximately coverage turnabout.
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Extra resources for Why Does Policy Change: Lessons from British Transport Policy 1945-95 (Routledge Studies in Governance and Public Policy)
Example text
For example, as we will see in Chapters 7 and 8, in the case of British trunk roads policy, the environmental lobby gained control of the public inquiry process in the 1970s in order to transmit the image of roads as a policy ‘problem’ rather than a policy ‘solution’. As we will see in Chapter 7, in the 1990s the environmentalists have appropriated the construction sites themselves in order to transmit their chosen messages, with apparently significant success in shifting the policy ‘frame’ of the issue (Dudley and Richardson 1998).
The answer to the growing deficits was to be a large-scale and expensive investment plan, which should be implemented as quickly as possible. An important clue to the policy ‘frame’ of this period comes, significantly, not from the government, but from a barrister, Sir John Cameron, who in 1954–5 chaired a government appointed inquiry into an NUR claim for a significant pay increase. In his report Cameron came down in favour of the THE DYNAMICS OF THE RAIL ‘HOLLOW CORE’ 37 NUR, and concluded that having willed the end (of a nationalised railway system) the Nation must will the means (Cmnd.
1972:1–35). As Kingdon notes, each of the streams has a life of its own, largely unrelated to the others (Kingdon 1995:85). To Cohen et al. therefore, the ‘organised anarchy’ is a collection of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be the answer, and decision makers looking for work (Cohen et al. 1972:2). To only a limited extent, the garbage can model complements the explanation for the ‘hollow core’ provided by Heinz et al.