1. USBO Universiteit Utrecht Prof.dr Mirko Noordegraaf Utrecht School of Governance (USG) Utrecht University m.noordegraaf@uu.nl How do policy managers cope with risks?

2. USBO Universiteit Utrecht 1.Playing field 2.Governance & risks 3.Public (policy) managers 4.Coping mechanisms 5.Conclusion

3. USBO Universiteit Utrecht 1. Playing field Societal spheres Work, action, pleasure, love, consumption, mobility, etc. - Calls for collective action - Confuses collective action Institutional order State, market, civil society Laws, regimes, structures, relations, etc. In casu welfare state Political and policy spheres ‘Authoritative allocation of values’ Public (policy) managers

4. USBO Universiteit Utrecht 2. Governance & risks Governance: - Disconnect collective action & government - Shifts to market and civil society - Institutional redesign (effectiveness & legitimacy) - Regulatory politics and policy Risks: - Symptoms of uncertainties (i.e. constructions) - Cause: societal transformations - Consequence: ◦ Ambiguities for politics and policy ◦ Effectiveness & legitimacy of politics and policy

5. USBO Universiteit Utrecht 3. Public (policy) managers Variety -High-low (responsibilities, rhythms, etc.) -Policy framing, (en)forcing, effectuating Folklore versus facts: -Not systematic, functional, rational -But political, symbolic, emergent Puzzling & powering

6. USBO Universiteit Utrecht 4. Coping mechanisms Risks (flowing from ‘real’ risks): -political -reputational -judicial Work and behaviour: - symbols - stories - strategies

7. USBO Universiteit Utrecht 5. Conclusion -Dealing with risks is no systematic affair -But a political-symbolic construction -That generates risks The new governance must be governed