Paradoxes of Control: The (Electronic) Monitoring and Reporting System of the Dutch High Speed Alliance (HSA)

Abstract

Recently, some the large public (transport) infrastructures became an important issue on the Dutch political agenda. It was especially the High Speed Alliance (HSA), one of the major transport infra-structural projects in the Netherlands that attracted a lot of attention. On one hand, this project was highly advanced from a technical point of view; on the other hand, the HSA was characterized by enormous (budgetary, time, and technical) problems. A large part of these problems was supposed to be covered by a complex (electronic) monitoring and reporting system. The system, which was established to exclude uncertainty and risk, created its own uncertainty. In this paper, the authors examine the role of this system in the process of rationalization and control within the HSA-organization by focusing upon the process of sensemaking. The authors argue that the problems within the HSA can best be understood in terms of a paradox: rationalization and control versus local, individual freedom and initiatives. Three major paradoxes have been distinguished: the cost paradox, the control paradox, and the risk paradox.

Keywords

large infrastructural organizations electronic project monitoring paradoxes of control

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