'When in a hole, keep digging'. How the EUCO system process managed its way to an energy price cap

This article analyses how the European Council, and its support structures, have been dealing with the energy crisis. On a theoretical level, it sheds light on how the EUCO system deals with polycrisis, which requires high-level political engagement, combined with deep technical expertise and out-of-the-box thinking. I contend that in a polycrisis the process as such can become an important part of the solution, thereby challenging outcome-oriented approaches to EU crisis management. I use embedded process tracing to analyse, in real-time, how the EUCO system sought to shape and steer policy-making on energy prices. The analysis shows how, in spite of deep divisions between member states, the EUCO system 'process managed' its way out of this politics trap, and managed to square the circle on the issue of a price cap. Through positive politicisation, the EUCO system prevented an oscillating process from derailing, and eventually tunnelled a way out.

Automated summary

This article examines how the European Council and its support structures address the energy crisis. It discusses the theoretical approach of the EUCO system in managing multiple crises, emphasizing the need for high-level political engagement, technical expertise, and innovative thinking. The study employs embedded process tracing to analyze how the EUCO system shapes energy price policies, overcoming divisions among member states and utilizing positive politicization. The analysis demonstrates the effectiveness of process management in navigating complex political challenges and finding practical solutions.