How problem frame differences shape the puzzling of a policy problem

What is it about?

This paper focuses on problem frame differences among actors (members of an advisory body, senior administrators and clinical unit managers) who are concerned with the introduction of new health technology at the regional level in Sweden.

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Why is it important?

Drawing on the empirical case, we observe that a collective solution did not ensue, since the policy style preferred by the senior administrators did not coincide with that of the unit managers. In that sense, the empirical case illustrates a ‘‘wrong-problem problem’’, i.e. a problematic situation is handled that is not within the problem frames of others.