Navigating the currents of change

The river twisted and shrank above the beaver ponds. It neared a mountain. It was small and quiet here, full of snake-bends, oxbows and small cutthroat trout. It entered a grove of virgin Sitka spruce, and the hoof cut-trail entered in beside it. … The grove was like a vast lodge, barked pillars rising to a high mosaic of green and black and sky. A watery light filtered down, as if through stained glass. In the center of the lodge was a hollow, bordered by sword ferns and fallen logs. In the bottom of the hollow was a broad, rocky bowl eerily paved with mosshaired, head-sized stones. Among the stones was a quiet spring. And from the spring brimmed the water, old and clean and untiring. I had reached the source of the Tamanawis.     

La nouvelle gestion publique et l'accroissement des marges de manœuvre : un terreau propice au développement de l'éthique?

Abstract: The administrative discretion of civil servants is a central topic in public administration literature. Some authors view it as necessary and beneficial, while other researchers see it is a source of widespread abuse. However, reforms inspired by the “new public management” taking place in a number of public administrations are promoting greater managerial flexibility. In parallel with these modernization initiatives directed at administration, scandals continue to shake politico‐administrative life, and ethical issues are increasingly at the heart of public action. It is within this context that we question the relationship between an increasing managerial discretion and the development of an ethics infrastructure. Which areas are at risk? Can ethics help overcome the potential abuses of power? How do managers perceive their ability to be flexible and the role of ethics in their work? How do you implement the ethical requirements developed in various standards documents? These are the principal themes addressed in this article that presents the findings of a qualitative case study conducted in a Quebec ministry in 2008–2009. Our results show that, contrary to what promoters of the new public management claim, managers have little, if any, discretionary power in matters of financial management. Their actions and decisions are strictly governed by hierarchical control mechanisms or a computer system. This explains in part why taking ownership of general principles and establishing an ethics infrastructure remain a formal process.     

On studying world order: A plea for systematic inquiry

Conclusion The creation of improved systems of world order requires great care. Alternative configurations may or may not prove more suitable, and each must be painstakingly examined on its own merits. For those of us who are actively concerned with studying about world order, this means the application of a far more rigorous conception of inquiry to our subject. So long as we cannot accept the Leibnizian claim that this is certainly the best of all possible worlds, our search for better ones must certainly be the best of all possible searches. This means that models of world order must be derived from appropriate hypotheses and subjected to the strictures of systematic analysis. World order studies must be treated in accordance with the strict canons of inquiry outlined in this essay. Only then can they begin to develop the highly generalized system of theory that characterizes any science.     

Whistleblowing and corruption control: The GE case

This paper focuses on the use of the amended False Claims Act to counter defense contract fraud against the U.S. government. The case deals with the scheme of a former Israeli Air Force General and a GE marketing specialist to divert funds, provided by the U.S. to Israel, for unauthorized and private usage, and with the actions of the GE whistleblower, Chester L. Walsh, in bringing suit against GE under FCA. The paper analyzes poses the ethical problem of providing an economic bounty for the whistleblower even while acknowledging the effectiveness of this practice in countering fraud.