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COGNITIVE TUNING IN MUNICIPAL PROBLEM SOLVING
Author(s) -
Jönsson Sten
Publication year - 1982
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.1982.tb00060.x
Subject(s) - action (physics) , politics , process (computing) , cognition , computer science , business , public relations , political science , law and economics , public administration , process management , sociology , psychology , law , physics , quantum mechanics , neuroscience , operating system
This paper presents two case studies of the interactions between politics and problem solving in municipal governments. Problem solving seems to be more efficient and to promote more action when administrative officers have the initiative and politicians tune in cognitively to the officers’presentations. Two main functions of politicians are to take responsibility for solutions, by committing themselves through formal decisions, and to defend solutions externally. Politicians learn about the merits of a solution through their interactions with administrative officers during the problem‐solving process. When politicians feel that a proposed solution is based on sound principles, they are ready to speak as proponents of the solution.