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| 1 |
ID:
146994
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| Summary/Abstract |
In June 2015 High Representative Mogherini presented her strategic assessment The European Union in a changing global environment as the express point of reference for the new EU Global Strategy. Grounded in the premise that this assessment is not simply a description of the state of the world but plays into the construction of social reality, this article sets out to understand the openings and closings of possibilities that it holds. My analysis generates a number of concrete insights, ranging from insights into the distinct nature of the challenges the EU is facing, to the discovery that there is no “existential threat” and the importance of “regions” as a guiding category. Grounded in an understanding of the world as being reflexive modern, I interpret these findings as displaying an intriguing and paradoxical interpretive disposition. On the one side, there is a notable opening towards unconventional conceptions of the world; on the other side, there is a symbolic conservation of existing EU institutions and programmes and a reproduction of modern premises. I argue that it is the first aspect that makes the document significant: Mogherini’s strategic assessment opens an important discursive space to think (European) security anew.
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| 2 |
ID:
160721
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| Summary/Abstract |
This article analyzes U.S. defense planning, and more specifically the public administration of the third offset strategy. The U.S. defense bureaucracy is rooted in a tradition of rational planning, which assumes a process of consistent, value-maximizing choices within specified constrains. The cornerstone in this tradition is the program budgeting system, once created to connect plans with budgets according to preferences. The third offset strategy, aimed at dealing with the challenges of geopolitical competition and budget austerity, is influenced by a different public administration philosophy described as metagovernance. Metagovernance is a challenge to rational planning as it entails an indirect approach of organizing arenas for networks, in which start-up companies and civilian corporations get to interact with government officials in order to identify incrementally suitable acquisition projects. Furthermore, the article contextualizes this tendency in reflexive modernity, in which rationality breaks down due to the pace of societal changes and planning processes constantly become subject to feedback.
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