Law Schools and Paper Jams

The intranet as a tool for institutional integration has the potential to change Universities and their structures. The means to not only think the unthinkable but actually do it. The Intranet College Information System (ICIS) project at the Law School, Queen's University of Belfast, has demonstrated this to be both possible and acceptable to staff and to students. Technological innovation can be done within a non-technical environment, it can be achieved on a low budget and it can stimulate a new culture, above all it can and should happen now.     

Welfare State Restructuring without Grand Coalitions: The Role of Informal Cooperation in Blame Avoidance

This article argues that welfare state restructuring, which is highly unpopular among voters, is politically feasible if government and opposition parties cooperate informally with one another. Contrary to what key arguments made in the literature assert, restructuring does not require the formation of a grand coalition to diffuse blame from voters. Informal cooperation between parties is a distinctive blame-avoiding strategy, which differs not only from other party-oriented strategies such as building a grand coalition, but also from voter-oriented ones, such as obfuscation and exemption. By analysing the politics of pension reform in Germany, this article shows that informal cooperation enables political parties to restructure the welfare state without running the risk of electoral failure.     

The Value of Non-Governmental Intelligence: Widening the Field

In the UK, the Joint Intelligence Committee (JIC) has a poor track record of predicting attack. In the US, official inquiries into 9/11 identified ‘a failure of imagination’ to conceive of a large scale threat to the American homeland. There is a long-standing literature on surprise attack which emphasizes that clues to predict attack often exist but are not pieced together by an intelligence sector which is not structured to look in the right direction. In a world of increasingly fragmented threats and weak signals, it is apparent that much of the challenge in intelligence work now lies not in collection but in managing requirements, setting priorities, and conducting incisive analysis based on the ability to imagine new threats. One solution to a failure of imagination is to widen the range of people who can contribute to the task. Non-Governmental analysis of security issues, whether by academia, civil society or the private sector, can help to identify emerging issues and set priorities. Whilst collection of secret intelligence may always remain the preserve of specialist Government agencies, the rest of the intelligence cycle can benefit from external contributions and open source intelligence. We argue that the process of setting intelligence requirements could be opened to a wider range of actors. In conflict environments, there may be particular value in an open process to identify what each side would need to know about the other to confidently seek peace.