Fusion genes derived from the plateletderived growth factor receptor beta (PDG-FRB

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The concept of resilience has gained currency as a motif under which governments have sought to improve their responses to crises. At the heart of this agenda is an understanding that crisis management must be adaptable. Yet crises continue to expose the intransigent nature of central bureaucracies. This article addresses this issue by exploring how bureaucratic values can affect the ability of agents to adapt to the challenges of crises. Data are generated from a series of interviews with crisis managers who operate in a policy chain that connects the European Union to the United Kingdom. The data indicate that two well‐entrenched bureaucratic value‐sets, relating to efficiency and procedural rationality, have profound consequences for the resilience agenda.

This book is animated by a simple but very important question. Can post-crisis inquiries deliver effective lesson-learning which will reduce our vulnerability to future threats? Conventional wisdom suggests that the answer to this question should be an emphatic no. Inquiries are regularly vilified as costly wastes of time that illuminate very little and change even less. This book, however, draws upon evidence from an international comparison of post-crisis inquiries in Australia, Canada, New Zealand, and the United Kingdom to show that, contrary to conventional wisdom, the post-crisis inquiry is an effective means of learning from disaster and that they consistently encourage policy reforms that enhance our resilience to future threats. This evidence is accompanied by a re-booted conceptualization of the public inquiry, which better recognizes the complexity of the modern state, the challenges of policy learning within it, and contemporary forms of public policy scholarship.