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Artikel

Big data, grote vragen; een institutionele onderzoeksagenda

Tijdschrift Bestuurskunde, Aflevering 1 2016
Trefwoorden big data, institutions, checks and balances, decision making, research agenda
Auteurs Prof. dr. Hans de Bruijn en Dr. Haiko van der Voort
SamenvattingAuteursinformatie

    In this final contribution we will summarize the main findings of this special issue. Moreover, we will think through the main consequences. The contributions all suggest major societal shifts. Organization of government is changing as a consequence of big data. They either reorganize or initiate new collaborations with businesses and knowledge institutions. What’s more, the processes of data generation, data processing and use are far from neutral. It requires more - at least other - technological knowledge and skills, which some possess and others not. New checks and balances are necessary, notably between data scientists and decision makers, between organizations that make big data their business and civilians, and maybe even between man and computer. Their relations might get reconfigured and those not familiar with the new big data methods will prove vulnerable. This final contribution contains an institutional research agenda that will meet these concerns.


Prof. dr. Hans de Bruijn
Prof.dr. J.A. de Bruijn is hoogleraar aan de Technische Universiteit Delft

Dr. Haiko van der Voort
Dr. H.G. van der Voort is universitair docent aan de Technische Universiteit Delft
Artikel

Big data en privacy

Tijdschrift Bestuurskunde, Aflevering 1 2016
Trefwoorden big data, privacy, governance, arrangements, tradeoffs
Auteurs prof.dr. Hans de Bruijn
SamenvattingAuteursinformatie

    The Internet of Things might have a high impact on privacy. However, privacy is a rather ambiguous concept in the world of big data. There is no unambiguous villain, no unambiguous victim, privacy is just one value in a set of other values and the ‘right’ tradeoff cannot be determined ex ante. Instruments to protect privacy prove to have ambiguous effects. They have there pros and cons and we often do not know what these pros and cons will be. The governance challenge will therefor be to develop a variety of new governance arrangements that will have to go through a process of trial and error. The question how to design such a process might be as important as the question what governance arrangements will work.


prof.dr. Hans de Bruijn
Prof.dr. J.A. de Bruijn is hoogleraar aan de Technische Universiteit Delft
Artikel

Big data en de onderzoeker: een gesprek met Michel van Eeten

Tijdschrift Bestuurskunde, Aflevering 1 2016
Auteurs Dr. Haiko van der Voort en prof.dr. Hans de Bruijn
Auteursinformatie

Dr. Haiko van der Voort
Dr. H.G. van der Voort is universitair docent aan de Technische Universiteit Delft

prof.dr. Hans de Bruijn
prof.dr. J.A. de Bruijn is hoogleraar aan de Technische Universiteit Delft
Artikel

Pas op! Over beheerst risico’s beheersen in het governancetijdperk

Tijdschrift Bestuurskunde, Aflevering 3 2015
Trefwoorden risk management, governance, inspection, organization, hybridization
Auteurs Dr. Mark de Bruijne, Dr. Bauke Steenhuisen en Dr. Haiko van der Voort
SamenvattingAuteursinformatie

    Risks taken by some organizations may have considerable impact on society. In this contribution the assessment and management of risk are perceived to take place in a multi-actor setting. Within an organization operators, risk managers, and top managers interact about risk assessments and risk mitigation strategies. Public regulators and inspectorates increasingly focus on risk management systems instead of the operational activities or organizational outputs. Are organizations systematically assessing their risks? This contribution identifies two contrasting perspectives on risk assessment and risk mitigation in literature: risk management and risk governance. An empirical study in three sectors reveals evidence of both perspectives in practice. Companies adopt hybrid approaches, which are essential for the quality of risk assessment and mitigation. Indeed, adopting just one perspective seems dangerous. We conclude that public regulators and inspectorates might provide incentives to focus on just one perspective and suggest two heuristics for public inspectorates that respect hybrid approaches of risk assessment and mitigation.


Dr. Mark de Bruijne
Dr. M.L.C. de Bruijne is als universitair docent werkzaam aan de TU Delft, Faculteit Techniek, Bestuur en Management.

Dr. Bauke Steenhuisen
Dr. M.L.C. de Bruijne is als universitair docent werkzaam aan de TU Delft, Faculteit Techniek, Bestuur en Management.

Dr. Haiko van der Voort
Dr. H.G. van der Voort is als universitair docent werkzaam aan de TU Delft, Faculteit Techniek, Bestuur en Management.

    Dramatic incidents, such as the 1986 Challenger Disaster, induce the instalment of a Commission to investigate the process that lead to the incident. The Commission attempts to reconstruct the many smaller and larger steps towards the one or several decisions and actions that turned out to be vital – and sometimes fatal. Most Commissions serve a dual purpose; the want to learn lessons and avert similar incidents to occur again, but they are also part of a process to allocate responsibilities and – sometimes – to point the blame. An analysis of Commission-reports reveals two dominant patterns in the narratives Commissions produce. One is relatively simple and identifies the decision or action that caused the incidents; it shows the mistakes that were made, when and by who, The lessons is often to not make the same mistake again. The second pattern is more complicated and produces less ‘crisp’ explanations for the incident. Decisions, actions take place in ambiguous, complex and inherently uncertain contexts. Actors acts amidst such complexity, are subject to all sorts of dynamics and pressures and in the process do things that look awkward or wrong in hindsight. Mistakes happen, not because actors are not smart enough or do the wrong things, but because they are an inherent element of complex decision making. The lesson that follows from that is for organizations that make important decisions under complex conditions to organize checks and balances and look for heterogeneity in their processes. That produces a difficult dilemma, given the ambivalent role of commissions. The second line of reasoning produces much richer lessons for policy, but is very ‘soft’ in casting blame. The first line of reasoning is clearer about responsibility and blame, but oversimplifies the lessons. That draws attention to a crucial – and yet unanswered – question for researchers, practitioners and also the general public; do we see them as platforms for learning or tools for sanctioning?


Hans de Bruijn
Prof. mr. J.A. de Bruijn is hoogleraar aan de Faculteit Techniek, Beleid en Management aan de TU Delft.

Martijn van der Steen
Dr. M. van der Steen is co-decaan en adjunct-directeur van de Nederlandse School voor Openbaar Bestuur (NSOB) in Den Haag.

    This article analyzes the inquiry into the financial problems at a large educational conglomerate, Amarantis, in the Netherlands. The article is solely based on the text of the report. From a learning point of view, assuming that inquiries should contribute to learning from the past to improve the present and future, there are three weaknesses in the approach followed by the commission. The first is that the commission looks at the principles for governing the organization to explain its fall. However, the principles adopted match very well with professional organizations and are used successfully in other professional organizations. The question why these principles were unsuccessful in the case of Amarantis has not been addressed in the report. Second, the report strongly focuses on the role of the top management of the organization and ignores the middle management, a critical layer in managing professional organisations. And third, by looking back the commission creates a bias of hindsight, ignoring the question of how the managers could have identified upcoming problems at that time.


Hans de Bruijn
Prof. mr. J.A. de Bruijn is hoogleraar aan de Faculteit Techniek, Beleid en Management aan de TU Delft.
Artikel

Kroniek: bespreking van ‘Vertrouwen in burgers’, rapport 88 van de Wetenschappelijke Raad voor het Regeringsbeleid

Tijdschrift Bestuurskunde, Aflevering 1 2013
Trefwoorden citizen participation, civil society, governance arrangements
Auteurs Hans de Bruijn
SamenvattingAuteursinformatie

    The report Confidence in Citizens by the Dutch Scientific Council for Government Policy dominantly supports increased room for citizen participation. Based on many examples, the report shows how society benefits from the many citizens’ initiatives and how government interference can hamper or even obstruct these initiatives, which do not fit the logic of civil servants. The report gives four, rather general suggestions of how policy makers could respond to these citizens’ initiatives. The generic character of these recommendations can be ascribed to a weak problem analysis and a biased understanding of how government actions negatively interfere with citizens’ initiatives. The Council could have asked more critical questions with regards to citizens initiatives and how they should respond to the logic of government.


Hans de Bruijn
Prof. mr. dr. J.A. de Bruijn is hoogleraar bestuurskunde aan de TU Delft.
Artikel

De grote samenleving

Over vitaliteit en nieuwe verhoudingen tussen overheid en burgers

Tijdschrift Bestuurskunde, Aflevering 1 2013
Trefwoorden civil society, social enterprise, citizen participation, collaborative governance
Auteurs Martijn van der Steen, Hans de Bruijn en Thomas Schillemans
SamenvattingAuteursinformatie

    Amidst the turbulence of recent crises, governments’ capacity to govern and to deliver public value is under serious pressure. Public institutions are working hard to come up with new and improved schemes for dealing with complex and wicked policy issues that have emerged or just wont go away. But government alone cannot solve most of these issues. Governments already attempted to make ‘better, smarter policy’ in the hopes of raising performance. They also invested heavily in ‘participation’ of citizens, by inviting them to ‘co-create’ policy or ‘join-up’ with government agencies. However, this image of collaboration is one-sided. Besides the efforts initiated by governments themselves, there is a wide array of emerging activities. In these practices, it is not the government that takes action, but society takes ‘public matters’ into its own hands. Just as in many other countries, in The Netherlands groups of citizens have started to organize certain services, tasks or activities that used to be provided by the central or decentralized governmental institutions by themselves (and in most cases, for themselves). This article conceptualizes these emerging practices and analyses how they affect the world of policy making and what they may mean for public administration research.


Martijn van der Steen
Dr. M. van de Steen is codecaan en adjunct-directeur van de Nederlandse School voor Openbaar Bestuur (NSOB) in Den Haag.

Hans de Bruijn
Prof. mr. J.A. de Bruijn is hoogleraar aan de Faculteit Techniek, Beleid en Management aan de TU Delft.

Thomas Schillemans
Dr. T. Schillemans is universitair docent aan de Utrechtse School voor Bestuurs- en Organisatiewetenschappen, Universiteit Utrecht.
Artikel

Framing framing. Betekenisgeving en besluitvorming over beleid

Tijdschrift Bestuurskunde, Aflevering 4 2012
Auteurs Hans de Bruijn, Thomas Schillemans en Martijn van der Steen
Auteursinformatie

Hans de Bruijn
Prof. mr. J.A. de Bruijn is hoogleraar aan de Faculteit Techniek, Bestuur en Management aan de TU Delft

Thomas Schillemans
dr T. Schillemans is universitair docent aan de Utrechtse School voor Bestuurs- en Organisatiewetenschap, Universiteit Utrecht

Martijn van der Steen
dr M. van der Steen is codecaan en adjunctdirecteur van de Nederlandse School voor Openbaar Bestuur (NSOB) in Den Haag.
Artikel

Framing en reframing in het klimaatdebat

Tijdschrift Bestuurskunde, Aflevering 4 2012
Trefwoorden framing, climate change, values
Auteurs Hans de Bruijn, Ellen van Bueren en Floris Kreiken
SamenvattingAuteursinformatie

    Why is there an on-going debate about climate change? We analyse this question from a framing point of view. We analyse four well-known frames in the climate change debate, and see what kind of reactions and reframing they invoke. The analysis shows that simple frames with an inherent logic, which activates underlying values and which are easy to communicate strongly resonate. It is difficult to counter such a frame. Opponents of the frame are often seduced to counter the frame by using the same wording. In this way, they step into the frame of their opponents and thus confirm the frame. To conclude, the article discusses two possible strategies for reframing: to couple the frame with other frames, and to suggest an alternative frame without stepping into the opposed frame.


Hans de Bruijn
Prof. mr dr J.A. de Bruijn is werkzaam bij de Faculteit Techniek, Bestuur en Management van de TU Delft.

Ellen van Bueren
Dr E.M. van Bueren is werkzaam bij de Faculteit Techniek, Bestuur en Management van de TU Delft.

Floris Kreiken
Mr F.H. Kreiken is werkzaam bij de Faculteit Techniek, Bestuur en Management van de TU Delft.
Artikel

Regie in de haarvaten van de stad

Een essay over het regisseren van microbeslissingen

Tijdschrift Bestuurskunde, Aflevering 4 2010
Auteurs Hans de Bruijn
Auteursinformatie

Hans de Bruijn
Prof. mr dr J.A. de Bruijn is werkzaam bij de Faculteit Techniek, Bestuur en Management van de Technische Universiteit Delft.
Artikel

Drie grote maatschappelijke thema's-voorbij het binaire denken

Professionals, privatisering en de polder

Tijdschrift Bestuurskunde, Aflevering 3 2010
Auteurs Hans de Bruijn en Mirko Noordegraaf
Auteursinformatie

Hans de Bruijn
Prof. dr mr Hans de Bruijn is werkzaam bij de Faculteit Techniek, Bestuur en Management van de Technische Universiteit Delft.

Mirko Noordegraaf
Prof. dr Mirko Noordegraaf is verbonden aan het departement Bestuurs- en Organisatiewetenschap van de Universiteit Utrecht.
Artikel

Nabeschouwing-zin en onzin van het binaire denken

Tijdschrift Bestuurskunde, Aflevering 3 2010
Auteurs Hans de Bruijn en Mirko Noordegraaf
Auteursinformatie

Hans de Bruijn
Prof. dr Hans de Bruijn is werkzaam bij de Faculteit Techniek, Bestuur en Management van de Technische Universiteit Delft.

Mirko Noordegraaf
Prof. dr Mirko Noordegraaf is verbonden aan het departement Bestuurs- en Organisatiewetenschap van de Universiteit Utrecht.
Artikel

Professionals versus managers?

De onvermijdelijkheid van nieuwe professionele praktijken

Tijdschrift Bestuurskunde, Aflevering 3 2010
Auteurs Hans de Bruijn en Mirko Noordegraaf
Auteursinformatie

Hans de Bruijn
Prof. Dr Hans de Bruijn is werkzaam bij de Faculteit Techniek, Bestuur en Management van de Technische Universiteit Delft.

Mirko Noordegraaf
Prof. Dr Mirko Noordegraaf is verbonden aan het departement Bestuurs- en Organisatiewetenschap van de Universiteit Utrecht.
Artikel

Hoe écht is een virtuele crisis?

De rol van serious gaming in crisis - en rampenbestrijding

Tijdschrift Bestuurskunde, Aflevering 3 2009
Auteurs Casper Harteveld en Mark de Bruijne
Auteursinformatie

Casper Harteveld
Ir Casper Harteveld MSc is namens kennisinstituut Deltares promovendus bij de faculteit Techniek, Bestuur & Management aan de TU Delft.

Mark de Bruijne
Dr Mark de Bruijne is universitair docent bij de faculteit Techniek, Bestuur & Management aan de TU Delft.
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