Wielding a Double‐Edged Sword: The Use of Inquiries at Times of Crisis

Abstract

Inquiries are often seen as a useful tool to deal with a crisis. By installing an inquiry, crisis managers show that they are in control of the crisis response. Moreover, they can hope that by the time the inquiry publishes its report a new topic has caught the attention of media and Parliament and reform measures do not need to be taken to end the crisis (McConnell, 2003). Following a series of riots in British prisons in 1990, the Home Secretary installed an inquiry. By the time the Woolf inquiry published its report, media and Parliamentary attention for the British Prison Service was indeed dwindling. Normally, this low level of attention would provide political actors room to end the crisis with mere small measures and no need for reform. Yet in this case, and contrary to the dominant view on how inquiries influence the crisis management process, the Woolf inquiry provided an unexpected impetus to the crisis managing process, resulting in institutional reform of the British Prison Service (or to be more accurate, the Prison Service of England and Wales). This article shows how an inquiry can have an unexpected effect for political actors managing the crisis by introducing a new way of defining the problem at hand.