Risk regulation under pressure - Problem solving or blame shifting?

This article explores a style-phase model of staged organizational response s to external pressure for change against two competing hypotheses, focusin g on demands for greater openness and transparency. A study of six risk reg ulation regimes in the United Kingdom revealed that only half were exposed to substantial pressures of this type. Responses of organizations in the "h igh-pressure" regimes were varied but the overall pattern was consistent wi th a mixture of an autopoietic and staged-response hypothesis stressing bla me prevention, and the article accordingly presents a hybrid "Catherine Whe el" model of the observed pattern. The article concludes by discussing the implications for policy outcomes.