Planting the espionage tree: the French military and the professionalization of intelligence at the end of the nineteenth century

Abstract

Intelligence in France evolved as it professionalized at the end of the nineteenth century, led by determined individuals within the French army. However, in the centuries prior to the professionalization of espionage and counterespionage, military men rejected intelligence, viewing the practice with skepticism and disdain. This article asserts that there was a change in views towards espionage, particularly among the military, beginning in the middle of the nineteenth century. As the army went from eschewing intelligence to embracing it and taking the lead in its practice, the nature of intelligence work in France consequently reflected the goals and aims of the army, prioritizing military intelligence over others.     

Intoxicated eyewitnesses: prevalence and procedures according to England’s police officers

Despite the apparent role alcohol plays in criminal offences, there is at present no evidence available as to the extent of the problem of intoxicated witnesses within England. To address this lack of research, police officers from seven constabularies completed an online survey addressing issues such as the prevalence of intoxicated witnesses, how officers determine intoxication, the procedures employed and their effectiveness. Officers indicated that intoxicated witnesses were a common, to very common, occurrence with most officers determining intoxication through physical symptoms and the witness’s own admission. In terms of interviewing witnesses, the majority of officers indicated that initial details were taken whilst witnesses were intoxicated, but the evidential interview was taken when sober. Officers also indicated that if the witness was intoxicated then the case was less likely to proceed to court and that officers viewed the witness as less accurate. These findings are considered from a criminal justice perspective and discussed in relation to future research.     

Foreign aid and the politics of participation in economic policy reform

Research suggests that borrower ‘ownership’ of reforms is highly correlated with the success of reforms in developing countries. One of the most important components of ownership is the nature of public–private relations and consultation with interest groups. Yet participatory reform must overcome several political dilemmas, including problems of credibility, collective action, and distributive (in)justice. The characteristics of reforms also affect the possibilities for participation. Democratic governments interested in making policy reform more participatory and presumably more sustainable can draw on several strategies, including the selective use of incentives and compensation, public education and communications, capacity building in society, institutional mechanisms for consultation, and political sequencing of reforms. These strategies have implications for the foreign aid agencies who often fund reforms. They suggest that donors need to recognize the political rationality behind cross‐payments and spending to maintain important constituencies; that political sustainability may require reform sequences that are out of step with current orthodoxy; that policies ought to create winners before creating losers; that democratic consultation will require much more time in achieving consensus; and that outside actors need to refrain from intervening too directly in the political process by throwing their support behind particular interests. Copyright © 2000 John Wiley & Sons, Ltd.     

Theorising the Women's Liberation Movement as Cultural Heritage

ABSTRACT

Recent interest in documenting and re-evaluating histories of the UK Women's Liberation Movement has produced varied appraisals of the movement. These have emerged from feminist communities wishing to preserve, organise and collect their histories. Such recovery and dissemination, I argue, is cultural heritage rather than ‘history’, as heritage offers different tools for re-presentation as well as creating alternative socio-cultural relationships with the legacies of the WLM. This article draws upon my practice as a curator of feminist histories, and argues for the articulation of a politics of transmission, essential for the longevity and sustainability of feminist cultural heritage and histories.     

The Effects of Tulsa's Pre‐K Program on Middle School Student Performance

As states have upgraded their commitment to pre‐K education over the past two decades, questions have arisen. Critics argue that program effects are likely to fade out or disappear over time, while supporters contend that program effects are likely to persist under certain conditions. Using data from Tulsa Public Schools, three neighboring school districts, and the state of Oklahoma, and propensity score weighting, we estimate the effects of Tulsa's universal, school‐based pre‐K program on multiple measures of academic progress for middle school students. We find enduring effects on math achievement test scores, enrollment in honors courses, and grade retention for students as a whole, and similar effects for certain subgroups. We conclude that some positive effects of a high‐quality pre‐K program are discernible as late as middle school.     

Enabling Middle Managers as Change Agents: Why Organisational Support Needs to Change

Change efforts frequently fail to achieve their desired outcome with failure often attributed to employee resistance to change. Literature on resistance indicates it can emerge from ineffective change management. This article argues that change management could be improved through middle managers actively undertaking a change intermediary role, thereby enabling employees to make sense of, and reframe, the change. Qualitative data is used to explore the extent to which middle managers had the capacity and support necessary to effectively implement change. The article concludes by proposing that managers who are actively engaged change agents, who frame and make sense of the change with employees, can reduce resistance. However, for this to be realised, organisations need to actively support the systematic development of middle management change management capabilities.