Dynamics of Polarizing Rhetoric in Congressional Tweets

Affective polarization is pervasive in modern US politics, and can be intensified by strategic messaging from members of Congress. But there are gaps in our knowledge of the dynamics of polarizing appeals from elected representatives on social media. We explore the usage of polarizing rhetoric by members of Congress on Twitter using the 4.9 million tweets sent by members of Congress from 2009 to 2020, coded for the presence of polarizing rhetoric via a novel and highly accurate application of supervised machine learning methods. Fitting with our expectations, we find that more ideologically extreme members, those from safer districts, and those who are not in the president’s party are more likely to send polarizing tweets, and that polarizing tweets garner more engagement, increasing campaign funding for more polarizing members.     

Asserting integrity in Mexico's civic sector

In societies where civic space is closing, integrity in the civic sector is critical for its sustainability. Where state regulatory frameworks are inadequate, or worse, manipulative, self-regulation can help defend the sector's integrity and strengthen the ability of civic associations to serve the public and contribute to democracy. This paper describes the strategic role in self-regulation of a particular type of third sector actor in Mexico, the coordinating body or civic network. A case study of the Mexican Center for Philanthropy (CEMEFI) and its Accreditation in Institutionalization and Transparency project illustrates the contribution of NGO networks in service to the sector, and their key role in diffusion of norms of transparency and accountability within the civic sector and beyond.     

The negative relationships between employee resilience and ambiguity,complexity, and inter-agency collaboration

Employee resilience (ER) is often needed to face demands inherent in public sector work. Some types of demands, however, may hinder its development, rather than provide the type of challenging adversity from which resilience can develop. Public sector job demands have been a long-standing issue for public workplaces and employees but are also growing in salience as organisations face an increasingly variable, uncertain, complex, and ambiguous environment. Drawing on the Job Demands–Resources model and the challenge/hindrance stress literature, this multi-level study of Aotearoa New Zealand civil servants (n = 11,533) in 65 public sector organisations shows that ER is negatively affected by demands such as job insecurity, unclear job and organisational goals, and inter-agency collaboration. However, organisational resource constraints are positively associated with ER. This study identifies core PA job and organisational demands that hinder ER and offers practical implications and suggestions for further research.

Points for practitioners

• Job role ambiguity, job insecurity, unclear organisational goals, and inter-agency collaboration are common job and organisational demands in public sector workplaces.
• For employees, these demands are stressors that employees do not feel they control, and may therefore hinder employee resilience: the ability to learn, adapt, and leverage networks in the face of challenges.
• Surprisingly, resource constraints, where employees have to ‘do more with less’, might help employees develop ER.
• While inter-agency collaboration has potentially many benefits, it appears to have negative spillover effects on employees unaware of it or not involved in it.
• To encourage ER, agencies should clarify both organisational and job goals, and assure job security, control, competency development, and supervisor support.