Generating global health governance through BRICS summitry

While global plurilateral summit institutions (PSIs) of the world's most powerful countries have long generated effective global health governance, the most recent summits of the Group of Eight (G8) and the Group of 20 (G20) have largely abandoned their earlier concern with health, especially outside its specialized food and nutrition link. However, since its start in 2009 in Yekaterinburg, Russia, the annual summit of Brazil, Russia, India, China and now South Africa (BRICS), a new PSI arising has substantially addressed health and started to lead in some ways. The BRICS summit-level health governance has been reinforced by the advent of a BRICS health ministers' forum, other health-related ministerial institutions (notably for agriculture and trade) and official and multi-stakeholder bodies. This article provides the first direct, disciplined empirical analysis of how and why the BRICS summit system has governed global health, based on the models developed for and applied to G8, G20 and United Nations summit governance.     

Partner Assaultive Men and the Stages and Processes of Change

Researchers have recently suggested that the Transtheoretical Model of behavior change (TTM; Prochaska, J. O. DiClemente, C. C., and Norcross, J. C., 1992, Am. Psychol. 47: 1102–1114) might help in understanding the mechanisms through which partner assaultive men attempt to change their abusive behavior. In the present study, we present data from 2 psychometrically sound scales designed to assess the stages and processes of change in a cross-sectional sample of 250 men attending 2 batterer's intervention and prevention programs: the University of Rhode Island Change Assessment Scale for Domestic Violence (URICA-DV; Levesque, D. A., Gelles, R. J., and Velicer, W. F., 2000, Cog. Therapy Res. 24: 175–200), which assesses movement through the stages of change, and the Processes of Change Scale (POC), developed by the authors to assess self-reported usage of behavior change processes. Cross-validated cluster analyses indicated a three-cluster solution based upon URICA-DV scores: Immotive, Unprepared Action, and Preparticipation. Results indicated that individuals in more advanced stages of change reported using more behavior change processes, although this did not appear to result from being in treatment for a longer period of time. These data are interpreted in light of recent data indicating relatively small effect sizes for batterer's treatment programs and how assessment of the stages and processes of change might assist in matching men to different levels of treatment.     

Police discretion: Relations of experience to officers' beliefs and arrest decisions

Questionnaires to assess generalized beliefs about people and factors associated with arrest decisions were completed by police officers. Responses to the Philosophies of Human Nature Scale (Wrightsman, 1974) and to statements about law enforcement and arrest decisions indicated divergent beliefs and interpretations associated with different amounts of experience in the police role. Results are discussed in terms of socialization pressures on officers, and a broader perspective to understand the dynamics of that socialization is proposed.     

What Hat Do I Wear Now?: An Examination of Agency Roles in Collaborative Processes

As collaborative approaches to resolving public disputes become more prevalent, agency officials are finding themselves in unfamiliar terrain. This article offers one conceptualization of agency roles in collaborative processes, drawing from the experiences of natural resource managers and enviromental regulators at the federal level. Based on an examination of 65 cases, the authorsidentify three distinct "hat" that effective agency officals wear in collaborative processes - leader, partner, and stakeholder. The objective and function of each role is assessed, along with the implications of agency facilitation. The most successful agency representatives were able to blend the three primary roles, and did not act as facilitators of the collaborative process.