TRANSFORMATION OF POLITICAL AND ADMINISTRATIVE COORDINATION STRATEGIES IN THE STRUCTURE OF PUBLIC RISK MANAGEMENT

Abstract

The article problematizes a range of issues related to the transformation of coordination relations in the structure of public administration when making decisions under conditions of uncertainty. The main substantive objective of the study is to analyze the conceptual model of strategies and political-administrative coordination mechanisms of interaction in risk situations, the features of management influences that ensure enhanced functionality of prevention and distribution of threats, especially in the context of digitalization.

The research methodology is based on classical and modern concepts of public management, risk and its perception, and theories of political coordination of various forms of algorithmic threat management.

The article argues that coordination in the structure of public administration is a political form of coordination and correction of political interests, rules of interaction between producers and consumers of risks, their beneficiaries and those most exposed to risks. The article proves that political and administrative coordination in the field of risk management is aimed at minimizing the results of conflicts of interest, deformation of the perception of threats and dangers into riskophobia or riskophilia. The authors argue that government monopolization of the right to information about risks reduces the possibilities for joint coordination and the effectiveness of political strategies to address threats.

The analysis made it possible to come to the conclusion that the discoordination of functions, tasks and risk management processes does not allow the preferences and perceptions of risk of social actors to be aggregated into the overall interest of preventing and forecasting threats, and forms points of blockade of the structural-organizational and institutional-regulatory mechanism for controlling hazards in the social system. The study identifies and describes dysfunctions in the field of public administration associated with discoordination of political risk management, highlights institutional, distributional, behavioral and paternalistic management failures in situations of uncertainty, threats and dangers, identifies and describes mechanisms of political-administrative coordination risk management.

Keywords:

transformation of public governance, political and administrative coordination, risk, risk reflection, political risk management, managerial failures