POLICY NETWORKS AND THE DISTINCTION BETWEEN INSIDER AND OUTSIDER GROUPS: THE CASE OF THE COUNTRYSIDE ALLIANCE

Unsurprisingly, a great deal has been written about the role of interest groups in contemporary societies. Here, we focus on two sets of concepts that have had influence in the UK literature: the distinction between 'insider' and 'outsider' groups originally developed by Grant (1978, 2000) ; and the classification of policy networks developed by Marsh and Rhodes (1992 ; see also Marsh and Smith 2000). We have two aims in this article. First, we use these concepts to consider the role of the Countryside Alliance (CA) in the UK, which, at least in terms of membership numbers and media exposure, is one of the most interesting phenomena on the contemporary interest group scene. Second, we use the case study of the CA to cast light on the utility of these two sets of concepts and consider how they might be integrated. As such, this article is divided into two substantive sections. First, we identify the issues raised in the literature on, first, insider and outsider groups and, then, policy networks. In the second section we examine the role of the CA.     

LIVING WITH THE CONTRADICTIONS OF MODERNIZATION? EMOTIONAL MANAGEMENT IN THE TEACHING PROFESSION

The state education system in the UK has undergone significant transformation such that New Labour’s modernization policy embodies aspects of the marketized system, inspired by New Right thinking, with a concern for placing schools at the centre of the social inclusion agenda. In this paper, we explore the impact of the modernized agenda on teachers’ work and identify the tensions and contradictions which emanate from these policies. The research centred on interviews with teachers and headteachers in four school case studies and explores the changing nature of the profession by focusing on teachers’ emotional management. It is evident that at a time when a large proportion of what teachers do is subject to scrutiny and audit, the emotional and less definable elements of teaching have also increased but remain relatively unrecognized. The findings suggest that issues of emotional management bring into sharp relief the contradictions evident in the modernized agenda.     

CENTRAL GOVERNMENT DEPARTMENTS AND THE POLICY PROCESS

Government departments are central organizations in the development of public policy. Yet there is very little literature on the political role of departments, their internal relationships and their relationships with other departments and other government actors and institutions. This article reviews the extant literature on government departments. It argues that much of the existing research has either focused on the role of the Prime Minister or it has been institutional and static, providing an analysis of the administration and organization of departments rather than political interactions. The article therefore provides an alternative research agenda which stresses the need to examine the relationships and networks that exist within and between departments and how departments react to events and interests in the outside world.     

The Blair Governments, Public Sector Reform and State Strategic Capacity

Two books at the end of the Blair era—by Michael Barber and Julian Le Grand—offer to redeem the ‘third way’. Both authors explore the political case for public sector reform and the means by which it can be accomplished. They explore a similar range of reform models: command and control; quasi‐markets; and devolution and transparency. But the circle between efficiency, client service and continuous improvement must be squared. Neither author considers the ‘learning by doing’ alternative. No less fundamentally, neither author addresses the political and technical challenges in developing strategy. How are issues to be aired in advance so as to expose evidence and perspectives? How are interests to be engaged and supporting coalitions formed? How are these processes to occur without executive commitment? How are unconventional ideas to be aired without being over‐ruled by populist or media sensationalism? These are the practical dilemmas that confounded Blair's efforts. These books invite a strategic conversation that is badly needed. But where in the political system can it be pursued?