Mundane governance : ontology and accountability

XI, 282 S.

Ill.

Machine generated contents note: 1.Mundane Governance: A Profound Question of Political Philosophy?1.1.Introduction -- 1.2.Narratives of Mundane Governance -- 1.2.1.The Omnipresence of the Mundane -- 1.2.2.The Significance of the Mundane -- 1.2.3.The Morality of the Mundane -- 1.2.4.Irony, Incongruity, and the Exoticism of the Ordinary -- 1.2.5.Ironies of Mundane Governance as Social--Political Analysis -- 1.2.6.Schadenfreude about Failures of Mundane Governance -- 1.3.Some Initial Analytic Themes -- 1.4.Principles for Researching the Mundane -- 1.5.Structure of our Argument -- 2.The Wrong Bin Bag: The Situated Ontology of Mundane Governance -- 2.1.Introduction -- 2.2.Governance and Accountability -- 2.2.1.Corporate Governance -- 2.2.2.Neo-Foucauldian Approaches to Governance -- 2.2.3.Accountability -- 2.2.4.The Effects of Governance and Accountability -- 2.3.The Ontological Dynamics of Governance and Accountability

Contents note continued: 2.3.1.Objects and Technology in Science and Technology Studies2.3.2.Enrolling Latour to Recursive Ontology -- 2.4.The Wrong Bin Bag -- 2.5.Conclusion -- 3.Classification as Governance: Typologies of Waste -- 3.1.Introduction -- 3.2.Governance through Classification and Accountability -- 3.3.A Background to Waste Management -- 3.4.Waste Management in Action -- 3.4.1.The Local Waste Management Centre -- 3.4.2.Kerbside Recycling -- 3.5.Analysis: Governance, Accountability, and Classification -- 3.6.Conclusion -- 4.Why Govern?---Is, Ought, and Actionability in Mundane Governance -- 4.1.Introduction -- 4.2.Evidence, Is and Ought -- 4.3.Constituting Evidence as Is, Ought, and Actionable -- 4.4.Evidence in Action -- 4.5.Actionable Evidence -- 4.5.1.Morally Actionable Evidence -- 4.5.2.Evidence in Action? -- 4.5.3.A New Guillotine? -- 4.6.Conclusion -- 5.Structures of Governance -- 5.1.Introduction -- 5.2.Constituting the Speeding Driver

Contents note continued: 5.3.Constituting Structures of Governance5.3.1.Invoking a Standard Governance Structure -- 5.3.2.Invoking Non-Standard Structures of Governance -- 5.3.3.Setting Camera Speed Limits -- 5.3.4.Installing Cameras -- 5.4.Reconstituting Structures of Governance through Communication -- 5.5.Conclusion -- 6.Compliance: Does Mundane Governance Work? -- 6.1.Introduction -- 6.2.Compliance in Theory -- 6.3.Managing Compliance in Practice -- 6.3.1.Three Varieties of Compliance -- 6.3.2.Consistency of Compliance -- 6.4.Re-educating the Speeding Driver -- 6.5.Conclusion -- 7.Spaces of Governance -- 7.1.Introduction -- 7.2.Governance and Space -- 7.3.A London Airport -- 7.3.1.Architecture -- 7.3.2.Wayfinding Technologies -- 7.3.3.Radio-Frequency Identification and Biometrics -- 7.4.Airport Passengers -- 7.4.1.Airport Managers' Accounts of Passengers -- 7.4.2.Passengers' Accounts -- 7.4.3.Passenger Ethnographies -- A.Joining Queues -- B.Electronic Check-In

Contents note continued: C.Making Routine MistakesD.Objects and their People -- E.Shopping First, then Flying -- F.Boarding the Plane -- G.Travelling Elite -- 7.5.Conclusion -- 8.Mundane Terror -- 8.1.Introduction -- 8.2.Ontology and Security -- 8.3.Objects and their Passengers -- 8.4.Letter Bombs -- 8.5.Biometric Identity Cards -- 8.6.Analysis -- 8.7.Conclusion -- 9.Disruption -- 9.1.Introduction -- 9.2.Disruptions and Breaches -- 9.3.The Water Bottle -- 9.4.Traffic Lights Failure -- 9.5.Parking is Such Sweet Sorrow -- 9.6.Speeding Database -- 9.7.Analysis -- 9.8.Conclusion -- 10.Conclusions -- 10.1.Introduction -- 10.2.Revisiting Narratives of Mundane Governance -- 10.3.Partial Takes and Coherent Accounts -- 10.4.Outstanding Issues -- 10.5.Futures of Mundane Governance.

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