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Risk Management and Risk Avoidance in Agency Decision Making.

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Title: Risk Management and Risk Avoidance in Agency Decision Making.
Authors: Eckerd, Adam1 aeckerd@vt.edu
Source: Public Administration Review. Sep2014, Vol. 74 Issue 5, p616-629. 10p. 8 Charts.
Subject Terms: Decision making in public administration, Citizen participation in local government, Risk, Public risk management, Risk aversion, Management
Abstract: Despite decades of efforts to enhance the public's role in bureaucratic decision making, citizens still tend to have little influence on the decisions that public managers make. Solutions often focus on the processes or structures of participation, but such changes may be of limited effectiveness if the structure is only part of the problem. Although much research has argued the normative justification for including the public, noting that frameworks that do not encourage genuine participation may diminish rather than enhance public influence, there has been less focus on how participants' divergent frames of reference may also diminish the influence of public input. This research explores this gap from a risk management perspective, suggesting that public managers tend to view risk as something to be managed, whereas citizens tend to view risk as best avoided. [ABSTRACT FROM AUTHOR]
Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Education Research Complete
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  Data: Despite decades of efforts to enhance the public's role in bureaucratic decision making, citizens still tend to have little influence on the decisions that public managers make. Solutions often focus on the processes or structures of participation, but such changes may be of limited effectiveness if the structure is only part of the problem. Although much research has argued the normative justification for including the public, noting that frameworks that do not encourage genuine participation may diminish rather than enhance public influence, there has been less focus on how participants' divergent frames of reference may also diminish the influence of public input. This research explores this gap from a risk management perspective, suggesting that public managers tend to view risk as something to be managed, whereas citizens tend to view risk as best avoided. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Value: 10.1111/puar.12240
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      – SubjectFull: Decision making in public administration
        Type: general
      – SubjectFull: Citizen participation in local government
        Type: general
      – SubjectFull: Risk
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      – SubjectFull: Public risk management
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      – SubjectFull: Risk aversion
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      – SubjectFull: Management
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