Policy Making and Decision Making Quiz

Analytical: focuses on 'what' the problem is. Operational: determines 'how' to solve the problem. Political: considers 'who' is involved and their interests.

1. Known knows: Information we are confident about. 2. Known unknowns: We know we lack knowledge in certain areas. 3. Unknown unknowns: Things we are completely unaware of. 4. Unknown knows: Information we don't realize we have.

1. Hesitation/paralysis: Delaying action due to indecision or fear. 2. Cognitive bias: Making decisions based on flawed intuitions and subjective perceptions. 3. Short termism: Focusing on immediate gains and neglecting long-term consequences.

Collaboration among independent actors working together for a common purpose. They are interconnected and rely on each other.

1. Formal: agreements between autonomous organizations, with clear structures and rules. 2. Informal: unofficial collaborations between individuals or organizations with shared interests, more flexible and unstructured.

Network governance operating across multiple levels of government and other actors.

1. Type 1 (Russian Doll): Non-intersecting, hierarchical levels of government, like a Russian doll. Example: EU policies impacting national policies. 2. Type 2: Overlapping jurisdictions across different levels, addressing specific issues. Example: International cooperation on environmental issues.

Challenges arising from the interconnectedness of problems requiring multi-level collaboration, leading to a lack of control and increased complexity.

The process of determining which issues will receive attention and resources from the government. It's highly competitive, as many concerns compete for priority.

1. Systematic: All potential issues that could be considered by those involved in the policy process. 2. Institutional: Issues currently under consideration by a specific government institution. 3. Decision agenda: Issues that are on the verge of action by a government institution.

1. Routinized window: Regularly occurring opportunities, like budget cycles or elections. 2. Discretionary window: Created by the preferences of decision-makers. 3. Random window: Unexpected events like crises or protests. 4. Spillover window: Issues transferred from other sectors or fields.

Emphasis on the role of local actors and decentralized processes in identifying and raising issues to the agenda.

1. Social mobilization: Pressure from collective actors like groups or NGOs. 2. Media-driven: Issues gaining attention through media coverage and framing.

Agenda setting driven by elites, political leaders, and centralized processes. It relies on experts and leadership to bring issues to the agenda.

1. Party driven: Issues promoted by political parties. 2. State driven: Issues prioritized by governmental institutions. 3. Silent action: Issues addressed without public debate or involvement. 4. Internationaly driven: Issues brought to the agenda by international organizations.

Bottom-up: decentralized, driven by local actors. Top-down: centralized, influenced by elites.

1. Issue initiation: Identifying a potential problem. 2. Issue articulation: Defining and framing the issue. 3. Issue expansion: Gaining broader attention and support. 4. Agenda entrance: Issue becoming a priority for action.

1. Inside: Issue originates within the government. 2. Outside: Issue originates from individuals, groups, or organizations.

Groups of individuals working together to address global issues. They aim to influence political debates and get these issues on the agenda.

1. Information: Creating new information, making existing information accessible, and framing the issue. 2. Framing strategies: Changing how people perceive the issue. 3. Preferences: Connecting the issue to values, interests, and political contexts.

Actors or groups that control the flow of information and influence the prioritization and discussion of issues.

1. Labelling: Categorizing the problem. 2. Victim identification: Defining the affected population. 3. Responsibility: Determining who is to blame. 4. Dramatize the situation: Emphasizing the seriousness of the problem. 5. Action: Calling for specific solutions or interventions.

Connecting a new issue with an existing one to make it easier to place it on the agenda. It helps establish relevance and gain attention.

1. Positive social construction: Portraying the affected population as deserving and advantaged, garnering support. 2. Negative social construction: Portraying the affected population as undeserving and disadvantaged, potentially hindering support.

Disagreement and debate surrounding the responsibility for solving a problem. Different actors compete for power and influence in finding solutions.

The process of designing and developing policy options to address the issues identified during agenda setting.

1. Specify problem source: Identifying the root cause of the issue. 2. Generate options: Creating a range of potential solutions. 3. Set objective: Defining the desired outcome for each option. 4. Build support: Gathering political and public support for preferred options. 5. Screen and consolidate options: Narrowing down the options based on feasibility, cost, and impact.

1. First order of knowledge: Raw data, factual information about the problem. 2. Second order of knowledge: Analysis of the raw data, drawing conclusions and insights.

1. Nodality: Access to knowledge and expertise. 2. Authority: Power to command and influence. 3. Treasure: Financial resources and assets. 4. Organization: Structures and processes for efficient operation.

1. Substantive: Focuses on the content and substance of the policy. 2. Procedural: Focuses on the process and implementation of the policy.

1. Effecting instruments: Policies directly aimed at bringing about change. 2. Detecting instruments: Policies that gather information to guide future changes.

1. Positive: Incentivizing or promoting desired behavior through rewards or benefits (nudging). 2. Negative: Disincentivizing undesirable behavior through penalties or restrictions.

1. Policy advisory system: Consists of political and non-state actors providing expertise and advice. 2. Specifying source of problem: Identifying the root cause of the issue. 3. Generating policy options: Developing a range of potential solutions. 4. Setting objectives: Defining the desired outcome for each option. 5. Screening + consolidation options: Narrowing down options based on practicality and impact. 6. Consulting + build support: Gathering input from stakeholders and gaining support.

Consists of political and non-state actors providing expertise and advice on developing policy options.

1. Incremental alternatives: Small adjustments to existing policies. 2. Non-incremental alternatives: Major changes or entirely new approaches.

Design: Systematic, planned approach to policy creation. Non-design: Unsystematic or unplanned development.

1. Substantive tools: Directly affecting policy outcomes. 2. Procedural tools: Indirectly influencing policy implementation.

1. Patching: Temporary fixes for immediate problems. 2. Drift: Continuing outdated policies even if they are no longer effective. 3. Stretching: Applying policies to situations they were not designed for. 4. Layering: Adding new policies without considering existing ones, leading to complexity and inefficiency.

1. Deliberate democracy: Encouraging dialogue and discussion among citizens. 2. Participatory democracy: Involving citizens in actively shaping policy decisions. 3. Digital democracy: Utilizing technology and online platforms for citizen involvement and information sharing.

1. Non-participation: Citizens excluded from decision-making processes. 2. Tokenism: Giving citizens a sense of inclusion but with limited real power. 3. Citizen power: Citizens having significant influence and control over policy decisions.

Giving someone a false sense of participation but with little actual influence. 1. One way: Informing citizens without seeking their input. 2. Two way: Consulting with citizens but decisions are still made by the government.

All potential issues that could be considered by those involved in the policy process.

Issues currently under consideration by a specific government institution.

Issues that are on the verge of action by a government institution.

Regularly occurring opportunities, like budget cycles or elections.

Created by the preferences of decision-makers.

Unexpected events like crises or protests.

Issues transferred from other sectors or fields.

Pressure from collective actors like groups or NGOs.

Issues gaining attention through media coverage and framing.

Issues promoted by political parties.

Issues prioritized by governmental institutions.

Issues addressed without public debate or involvement.

Issues brought to the agenda by international organizations.

Identifying a potential problem.

Defining and framing the issue.

Gaining broader attention and support.

Issue becoming a priority for action.

Issue originates within the government.

Issue originates from individuals, groups, or organizations.

Creating new information, making existing information accessible, and framing the issue.

Changing how people perceive the issue.

Connecting the issue to values, interests, and political contexts.

Recognizing a pattern in a problem and providing a label to name or categorize it.

Connecting a new issue with an existing one to make it easier to place it on the agenda.

Defining the affected population and shaping how they are perceived in relation to the problem.

Portraying the affected population as deserving and advantaged, garnering support.

Portraying the affected population as undeserving and disadvantaged, potentially hindering support.

Identifying the responsibility for addressing the problem and determining who should be accountable.

Disagreement and debate surrounding the responsibility for solving a problem. Different actors compete for power and influence in finding solutions.

Identifying the root cause of the issue.

Creating a range of potential solutions.

Defining the desired outcome for each option.

Gathering political and public support for preferred options.

Narrowing down the options based on feasibility, cost, and impact.

Raw data, factual information about the problem.

Analysis of the raw data, drawing conclusions and insights.