British Steel And Government Since Privatization: Policy 'Framing' and the Transformation of Policy Networks

Privatization has its own distinctive dynamics, resulting particularly from the institutional restructuring which tends to transform policy networks and communities. This happens principally for two reasons. Firstly, the crucial balance of resource dependencies is changed irrevocably, and established policy communities break down. Secondly, the separation between the principal actors tends to produce a 're-framing' of major policy issues. Here, Schön and Rein's (1994) concept of issue 'framing' offers a useful metaphor for how actors give a coherent organization to a complex reality by selecting for attention a few salient features. At the same time, they argue also that the nature of 'objective' reality might be found in the world's tendency to resist our interpretations, leading to a discovery of the limitations of particular frames. The case of British Steel offers a good example of the dynamics of this process. In the days of state ownership, the British Steel Corporation and government generally shared similar 'frames' on major issues. Since privatization, however, the two actors have tended to adopt separate 'frames' and have become more independent of each other. Multi-arena politics, such as Europeanization, can drive them still further apart. Nevertheless, in recent years British Steel has come to appreciate some of the limitations of its own frame, and has sought to reconstruct its relationship with government. There is an imbalance in the resource dependencies, however, which precludes the reconstruction of a policy community