Liberty, equality, sorority: Contradiction and integrity in feminist thought and practice

This paper provides an analysis of the inherent contradictions in and the essential integrity of feminist thought and practice. It is argued that three of the central concepts in feminist thought are liberty, equality, and sorority. By their very nature, these concepts conflict with each other and it is argued that the divisions within feminist thought and practice have specific roots in the inherent contradictions of these three concepts. It is also argued, paradoxically, that while these concepts tend to contradict each other, they are each necessary for the definition and integrity of the others. They act as limits towards each other. It is suggested that it is the balanced juxtaposition of these three concepts which maintains the integrity of feminism. Finally, it is suggested that the balancing of these three concepts provides the framework for a feminist ethic.     

Governance dilemmas in an age of ambiguous authority

A convergence of functions, financing and governance arrangements between public and private sectors of society cloud the study and understanding of policy making, implementation and evaluation. Forces creating and shaping the interpenetrated society are trends toward professionalism and corporatism. The health industry provides an example. Increasingly, but with little formal guidance from political theory, the American system has authorized privately constituted citizen governing boards to spend tax dollars, make and implement policy choices, and evaluate outcomes. This essay argues for closer examination of the nature of representation and accountability in these little studied creatures of governance and introduces the subsequent articles addressed to the subject.     

The struggle to implement teaching-hospital mergers

Abstract: This paper presents some initial results from a longitudinal study of two major hospital mergers (involving three large institutions each). After examining the context of the two mergers and the cultures that must be integrated, we describe the processes of pre-merger negotiation, leadership development, strategic framing and operationalization. Despite very different processes that seem on the surface smoother in one organization than in the other, both organizations have experienced difficulties in achieving successful operationalization. We conclude that the context of limited resources, diffuse power and divergent cultures are largely responsible for the difficulties experienced. Sommaire: Cet article présente quelques résultats préliminaires tirés d'une étude longitudinale de deux grandes fusions d'hôpitaux (impliquant trois gros établissements chacune). Après avoir examiné le contexte des deux fusions et les cultures à intégrer, nous décrivons les processus de négociation précédant la fusion, de développement du leadership, d'encadrement stratégique et d'opérationnalisation. Malgré des processus trés différents, dont l'un semble à prime abord plus harmonieux que l'autre, les dew organisations ont éprouvé des difficultés à atteindre une opérationnalisation réussie. Now en concluons que le contexte de ressources limitées, de pouvoir diffus et de cultures divergentes est largement à l'origine des difficultés éprouvées.