AUDIT OF THE YOUTH POLICY ECOSYSTEM IN THE RUSSIAN FEDERATION IN THE CONTEXT OF DIGITALIZATION: A RISK-REFLEXIVE APPROACH (PART 1)

Abstract

The main goal of the presented study is to analyze the features of the development of state youth policy in the Russian Federation in the context of digitalization. The authors start from the modern understanding of the foundations of social audit as a critical analysis of the efficiency of modern youth policy through the study of mechanisms and methods, processes of constituting meanings and gaining the rights of young people to self-realization and social innovation, achieving a conflict balance of their expectations with institutional norms and resources. As the main theoretical tool for auditing the efficiency of youth policy in the digital environment, the potential of a risk-reflexive approach to assessing interactions and conflict/cooperation between society and the state in generational optics is used. The ideas of risk-reflexive management are considered as a normative basis for focusing the audit of youth policy not only on institutions and organizational structures, but above all on values and meanings. The audit of youth policy is disclosed in the article as a check for the compliance of its goals and methods with the tasks of youth socialization, its adaptation in a risky society in the context of global information confrontation and risk assessment. The article proposes a risk-reflexive interpretation of the criteria for the efficiency of strategic management in the field of youth policy implementation (productivity, security, development, satisfaction).

Based on the analysis of the social capital concept, its “triad” (trust, cultural norms and social networks) and forms, the article reveals the specific features of strategies for young people to choose models of response to social and political problems, proposes an original classification of youth policy using “bonding” and “bridging” types.

Keywords:

youth, youth policy, values, social audit, risk-reflexive management, social capital