This article analyzes the management of European Union (EU) business by the Irish core executive. More specifically, it investigates the demands placed by EU membership on the Irish system of public administration and how the system has responded to these demands. Employing an institutionalist analytical framework, the article maps the formal and informal organisational and procedural devices or structures used to manage EU affairs in Ireland, as well as dissecting the key relationships that govern this management process and the role of the domestic agents actively involved in the EU's governance structure, the cadre or boundary managers.The article also explores in a dynamic way the development of the capacity for the management of EU affairs in Ireland over time. Using the concepts of path dependency and critical junctures, we illuminate how key system-management decisions became locked-in over time and we isolate the triggers for significant adaptational change, be they domestic or external. Adaptation to EU business in Ireland was path-dependent and consisted of gradual incremental adjustment. This system of flexible adaptation generally served Ireland well as the EU's policy regime expanded and evolved, but in response to the shock rejection of the Nice Treaty by the electorate in 2001, significant formalisation of the Irish system occurred with the establishment of new processes and rules for managing relations between the core executive and the EU.

Our main concern in this article is whether nation-wide information technology (IT) infrastructures or systems in emergency response and disaster management are the solution to the communication problems the safety sector suffers from. It has been argued that implementing nation-wide IT systems will help to create shared cognition and situational awareness among relief workers. We put this claim to the test by presenting a case study on the introduction of 'netcentric work', an IT system-based platform aiming at the creation of situational awareness for professionals in the safety sector in the Netherlands. The outcome of our research is that the negotiation with relevant stakeholders by the Dutch government has lead to the emergence of several fragmented IT systems. It becomes clear that a top-down implementation strategy for a single nation-wide information system will fail because of the fragmentation of the Dutch safety sector it is supposed to be a solution to. As the US safety sector is at least as fragmented as its Dutch counterpart, this may serve as a caveat for the introduction of similar IT systems in the US.

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One important objective of introductory courses in public administration is to sensitize students to the difference between two concepts: substantive rationality and political rationality. Both types of rationality play an important role in policy processes. Yet, although the difference is straightforward in theory, and is addressed and well-illustrated in most standard textbooks on public administration, students seem to have difficulty internalizing it. This article reports on our findings from a role-playing game designed to make students experience the difference between policy making as a process of rational design and policy making as a process of political negotiation. We conducted an experiment involving a large group of students enrolled in a first year, one-semester course, and a control group of students who enrolled in the same course 1 year later. The former were tested four times (start of the course, immediately before and after playing the game, and 3 months later) and the latter two times (at the start of the course and at the exam) for their understanding of how policy making—as-rational-design and policy making—as-political-negotiation differ on seven characteristics. Comparison of test results obtained before and after the role-play indicates a positive learning effect for some characteristics, and a negative learning effect for others.

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