Administrasjonsparadokset

In this chapter, we discuss the consequences of what we have coined as the “administrative paradox”. The administrative paradox denotes the tensions that occurs when the normative expectation that political leaders should have a leading role in policy processes meets the practical reality that administrative actors are often the ones to set the political agenda. In the chapter, we discuss the modern-day relevance of classical ideas about the relation between politics and administration and, also, explore some recent attempts made by Norwegian municipalities to innovate political leadership in ways that affect this relation. A central theme in our discussion is the consequences of the so-called “hour-glass model” that describes a separation of politics and administration where the two spheres are joined through the roles of the mayor and the chief municipal executive. While the hour-glass model has had a profound impact on the organization of political and administrative leadership in Norwegian municipalities for close to three decades, we argue that the model is now due for a replacement. In its place, we suggest an alternative model that provides a more accurate description of how political leaders maintain a wider set of interfaces and that admits politicians a role also in the early phases of policy development. We have called this alternative model the “cogwheel-model”. In a brief and subsequent chapter, a Norwegian Chief Executive reflects on the interplay between politics and administration.

Refleksjoner rundt paradokser, lederskap og læring

In this chapter we sum up and conclude the book. In the first part we summarize the four paradoxes that have structured the book. The four paradoxes relate to conflict, administration, openness and democracy. We then discuss the national Norwegian framework for local government, and to what extent and how changes in for example national legislation can influence on the paradoxes and the tensions related to them. The third and last section focusses on the local level, and discusses how political leaders, individually as well as a collective, can strengthen their political leadership through different activities at different arenas for learning. In a brief and subsequent chapter, we give a practical example on how this may be organized.

Folkevalgt og politisk leder

This chapter introduces the book. In the first part, we discuss different meanings of “political leadership”, arguing that political leadership should be understood as three interrelated functions: Identifying problems, give direction and mobilizing support. After discussing important theoretical trends in political leadership research, the chapter sums up relevant former Norwegian research in the field. In the latter part, the chapter introduces four paradoxes that will structure the book. The four paradoxes are related to “conflict”, “administration”, “openness” and “democracy”. The latter part also explains the empirical strategy, and why we have chosen to compare Norwegian and Danish local governments. In a brief and subsequent chapter, we point to some interesting similarities and differences between Norway and Denmark.

Åpenhetsparadokset

This chapter focusses on the publicity of political meetings. While Norway has mandatory open meetings in all political bodies at the municipal level, in Denmark all the meetings apart from the council meetings are mandatory closed. This gives a good opportunity to study how the difference plays out in practice, and which effect open meetings have for political leadership. The analysis illustrates the paradox related to openness – open meetings do not necessarily give more openness. Instead, more deliberation and political discussions in Norway are moved to informal meetings external to the formal democratic system, like political party meetings which are closed to the public. In a brief and subsequent chapter, two Norwegian Mayors explain their experiences with closed meetings.

Demokratiparadokset

In this chapter we discuss what we have conceptualized as “the paradox of democracy”, pointing to the conflict between the idea of the sovereign people on one side, and the idea that democracies need representatives and political leaders, on the other. The chapter gives an overview of democratic arrangements that encourage direct participation, including arrangements that feed into and support and arrangements that challenge the representative system. Furthermore, the chapter provides examples of arrangements that actively and intentionally link together representation and direct participation. Lastly, we discuss how the tension between participatory practices and representative democracy can be solved. In a brief and subsequent chapter, a Norwegian Mayor reflects on the conflict between representation and direct participation.

Konfliktparadokset

This chapter focuses on a paradox related to cooperation and conflict in local politics. Most Norwegian local governments are organized according to a model where political parties are proportionally represented in all political committees. While this model encourages consensus building, it has increasingly been filled with party-political conflicts. This chapter discusses the difficult balance between “cooperation” and “conflict” in local politics. We show how local councilors in Norway and Denmark perceive and relate to conflict, and we provide examples of destructive as well as constructive conflicts in local governments. In a brief and subsequent chapter, a Norwegian Mayor reflects on how to balance party-political conflicts and cooperation.