Professional Documents
Culture Documents
Kingdon's Schema
John W. Kingdon: Agendas, Alternatives and Public Policies
How is it that some policy problems are chosen and not
others?
When and how does an idea's time come?
Difference between American polity and indian polity
A policy problem is chosen for policy making when
a problem is recognized
a solution is available
the political climate makes time ripe for change, and the
constraints do not prohibit action
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Window of opportunity
POLITICS
PROBLEMS
Window of
Opportunity
Agenda
Setting
SOLUTIONS
Window of Opportunity
Window of opportunity is open for a brief time when the
circumstances are ripe for the policy decision
Ability to assess situational context
Making the circumstances more favourable
Classification of Problems
Anticipated and unanticipated problems
Visibility: Crises and normal problems
Crisis high visibility
Governments survival/reputation depends on how well it
manages the crisis
Holding a top position is like living in a pressure cooker
Crisis derails the well-conceived policy agenda
Max Weber: Occasionalist Leader
Expected crises/ unexpected crises
Bicycle Theory
Bicycle Theory Jagdish Bhagwati and Fred Bergsten
International trade relations
Steady movement/ stumbling blocks
Movement is slow, arduous and strategically incremental
Leap forward opportunities
Crisis as Opportunity
The unthinkable becomes inevitable
Crisis political weather changes dramatically
Usual politics gets suspended; interest group activity goes into
hibernation; expectation for leadership and resolution of the crisis
Crisis governments reputation at stake
The creation of a perception of a crisis can sometimes be
useful to force changes in policies.
Crisis is over usual politics is back
Prudence demands that safeguards are built into policies so
that it is difficult to reverse them once the crisis is perceived to be
past.
Crisis as Condition
Crisis Problem Solution
Crisis unresolved Condition
Paradigm Shift
Old Paradigm (Conventional Wisdom)
Old Paradigm (Anomalies; doubts)
Transition
New Paradigm (The old challenges the new)
Softening/ Breaking barriers
New Paradigm (wins over the Old)
New becomes old
Other obligations
Treaty obligations
Conformity to financial markets, and multilateral and regional
financial institutions such as the World Bank, IMF, ADS etc.
Human Rights
The negative rights to restrain the state from arbitrary and
uncivilized treatment of its citizens
Affirmative social and political rights (freedom and dignity have
no meaning if an individual life does not offer it)
Collective rights/ individual rights
NAC
Chairperson, National Advisory Council
Smt. Sonia Gandhi
Members, National Advisory Council
Ms. Anu Aga - Chairperson Thermax (Energy and Environment
Management)
Dr. Narendra Jadhav - Educationist/Economist
Dr. Mihir Shah - Samaj Pragati Sahyog (NGO)
Shri Naresh C. Saxena - Policy planner
Prof. Pramod Tandon - Educationist
Dr. A. K. Shiva Kumar - Development Economist and advisor to
UNICEF, India
Shri Deep Joshi - Founder of PRADAN
Ms. Farah Naqvi - Writer and activist
Ms. Mirai Chatterjee - Director of Social Security at SEWA
Shri Ashis Mondal - Director ASA (Action for Social
Advancement)
Prof. Virginius Xaxa - Deputy Director, TISS Guwahati
Stakeholders
Three bases for classification
Location: Internal and External
Impact: Primary and Secondary
Orientation: Proponents and Opponents
Passive and Dormant Stakeholders
Stakeholders and the Civil Society
Who can represent the Civil Society???
Policy Entrepreneurship
Policy entrepreneurs push their ideas when the opportune
moment arrives
Competencies for policy entrepreneurship:
Innovative approach characterisation of policy problem
Innovative approach resolution of the policy problem
Ability to translation that approach into a coherent policy
proposal
A sense of timing assessment of situational context
Good negotiating skills
Policy Entrepreneurship
In India policy entrepreneurs are by and large civil servants
(bureaucrats) and ministers
Anthony Downs
Inside Bureaucracy: RAND Corporation 1964
Five types of bureaucratic leadership:
1. Conservers babus
2. Climbers Power thirsty
3. Zealots promoters of ideas without a concern for the
organization
4. Advocates promoters of ideas for the organizations
5. Statesmen promotion of the public interest
Thank You
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