The Blind Spots of Public Bureaucracy and the Politics of Non-Coordination

Part I: Conceptual foundations
1.Blind spots, biased attention, and the politics of non-coordinationTobias Bach and Kai Wegrich
2.Accounting for blind spotsMartin Lodge
3.Blind spots: organizational and institutional biases in intra- and inter organizational contextsTom Christensen
Part II: Blind spots and attention bias
4.Professional integrity and leadership in public administration Wolfgang Seibel
5.The alarms that were sent, but never received: attention bias in a novel settingHelge Renå
Part III: Bureaucratic politics: reputation, blame, and turf
6.Why cooperation between agencies is (sometimes) possible: turf protection as enabler of regulatory cooperation in the European UnionEva Heims
7.Blame, reputation, and organizational responses to a politicized climateMarkus Hinterleitner and Fritz Sager
8.Passing the buck? how risk attitudes shape collaborative innovation in public organizationsKrista Timeus
9.Media and bureaucratic reputation: exploring media biases in the coverage of public agenciesJan Boon, Heidi Houlberg Salomonsen, Koen Verhoest, and Mette Østergaard Pedersen Part IV: Achilles' heels and selective perception
10.Central banks and banking regulation: historical legacies and institutional challenges Jacint Jordana and Guillermo Rosas
11.Why do bureaucrats consider public consultation statements (or not)? information processing in public administration Simon Fink and Eva Ruffing
Part V: Implications
12.How to deal with the blind spots of public bureaucraciesTobias Bach and Kai Wegrich