Mock-juror reactions to multiple interview presentation and rapport-building

ABSTRACT

In the UK and some US states, video-recorded investigative interviews of child victims/witnesses can be presented in court as the child’s evidence-in-chief. However, there is scarce advice or research on the effect that presenting different sections of the interviews may have on juror perceptions of the child’s testimony. Two aspects of testimony presentation are examined here: first, whether to show the rapport-building phase of the interview, and second, the presentation of multiple interviews (i.e. more than one interview with the same child). Participants (n?=?103) informed they were watching two interviews of the same child separated by a week had more positive perceptions of the child’s testimony than those informed they were watching just one extended interview with a ten-minute break. Also, those watching the rapport-building phase had less positive perceptions of the child’s testimony than those who did not watch this phase. Participants’ perceptions of the interviewer and their case progression decisions were mainly not related to the above presentational differences. Thus, (i) mock-jurors were not inherently biased against multiple interviews and (ii) decisions regarding whether or not to show the rapport-building phase in court may have significant effects on jurors’ perceptions of the child and their testimony.     

Explaining high external efficacy in authoritarian countries: a comparison of China and Taiwan

We examine the puzzling phenomenon that authoritarian governments are perceived to be more responsive than democratic governments. By comparing China and Taiwan by both large-N statistical analyses and in-depth case studies, we show that the answer lies in the differences between democratic and authoritarian institutions. First, failing to elect one’s preferred candidate in democracies predisposes voters to critical assessment of government responsiveness. There is no such predisposition in authoritarian countries where elections are nonexistent or nominal. Second, elections incentivize democratic leaders to over-respond to certain groups. There is no such mechanism in authoritarian countries. Third, the solid and clear legitimacy established by electoral victories shield democratic leaders from particularistic demands made through unconventional channels. Without such legitimacy, authoritarian leaders are compelled to cement legitimacy by increasing responsiveness.     

Exploring the Disclosure of Forensic Evidence in Police Interviews with Suspects

Despite many years of empirical research focusing on investigative interviewing and detecting deception, very little research attention has been paid to the various types of evidence which feature in police interviews with suspects. In particular, the use of forensic evidence in the context of police interviews has not been previously considered, although in recent years the availability of various types of forensic analyses has dramatically increased. In the current study 398 experienced police interviewers from various countries completed a questionnaire about their experience of using various types of forensic evidence in interviews with suspects, as well as their perceptions regarding the strength of various sources of forensic information and how this may affect their interviewing strategy. The results indicated that although the participants have forensic evidence available in a large proportion of their interviews with suspects, the vast majority of police interviewers have received no training about how to interpret or use such forensic information. However, the perceived strength of forensic evidence was reported by some participants to affect their interview strategy and specifically the timing of the disclosure of such evidence during an interview. These findings are discussed with reference to police training and interview techniques, and suggestions for further research are offered.     

Artifacts in the GC-MS profiling of underivatized methamphetamine hydrochloride

When underivatized methamphetamine hydrochloride (MA.HCl) in methanol is subjected to the instant gas chromatographic-mass spectrometric (GC-MS) profiling with old inlet liners at temperatures above 200 degrees C, appreciable amounts of N,N-dimethylamphetamine (DMA) and amphetamine (AP) are produced. The presence of these two artifacts is attributed to the N-demethylation and N-methylation reactions of MA as well as methyl group exchange with methanol. These artifacts are only produced in old injection port liners and at elevated temperatures. The formation of artifacts is proportional to concentration of MA.HCl. It is suggested that special cautions and measures be undertaken to prevent artifacts.     

DEVELOPING A FRAMEWORK FOR MANAGEMENT EDUCATION IN THE VICTORIAN PUBLIC SERVICE

Abstract: The Public Service Board of Victoria initiated a project in March 1989 to plan a framework for the development of competent managers. The methodology involved an examination of the current practices of 23 organisations, together with a worldwide literature search. The major findings were that the managerial task is similar across sectors, but the manager level and the environment are qualifying variables; that training, management education and development in private sector organisations and statutory bodies has total commitment from the chief executive, is closely linked to the business plan, forms part of an integrated human resource management system, and is continually reinforced by the organisation's culture and values; and that there is no strategic and focused approach to developing managers across the Victorian Public Service. The 21 recommendations covered the areas of investment and commitment, the development of a systematic approach by providing quality management programs based on core managerial competencies and the integration of training, education and development with performance management processes.
The implementation plan calls for pump-priming funds for resourcing and delivering high quality programs, a change in the culture, the adoption of a set of principles, the establishment of a management education unit, acceptance of a common language of competence for managers, and an integration of education and development needs with corporate plans through the performance improvement system. Commitment to implementation should result in a systematic approach to the formation of competent managers with the benefits flowing to the community through improved services, the government gaining by increased performance of the agencies, and public servants being able to reach their full potential.     

Public transportation policy making in France as an implementation problem

Public transportation policy is analyzed as the output of a complex social system of interdependencies and power relationships linking the central state bodies to various economic and political organizations. The interest groups structure the system by controlling the implementation process. The system works because of cheating—violating the public regulations, but the interest groups need state regulation to protect their privileges.The study of governmental projects is a particularly stimulating form of political analysis. Because it emphasizes both the process and the contents of the activities of public authorities, which is to say the goods and services produced by the State, such a study deals with problems having specific impact on and distinct meaning for individuals. It also allows one to avoid overly abstract speculation on the nature of the State by placing the discussion on a more scientifically fruitful level, that of the effective interactions and exchanges among institutions and groups.Our objective will be to demonstrate the importance of the implementation sequence of public policy, particularly in terms of its effects on the understanding of the definition of alternative solutions. We will concentrate on the way in which an ensemble of systems effects, induced by governmental action conditions both the perception of the problem to which this action is supposedly responding, and the elaboration of decisions to solve the problem. The method employed will be that of suggesting a form of analysis which will discern those fields of force and interaction processes with which decision makers, in this case public authorities, are confronted. The method employed should thus be useful in understanding the process of decision making.     

Participatory modelling and development practice: artisanal fishers in Nicaragua

Development plans with insufficient knowledge about local realities, and that do not share technical or planning details with the target communities, bedevil development practice. This study used a form of participatory modelling in three fishing communities in Nicaragua to enable fishers to explore their economy and the potential impacts of fishery-based development projects. Co-designing a model of the fishing economy in the form of a board game created a forum in which facilitators and participants could arrive at a shared understanding of local fishing practices and the costs and benefits of strategies for addressing the fishers’ priorities.     

Strategic drift in international non‐governmental development organizations—putting strategy in the background of organizational change

Although the use of strategic planning has become widespread in INGDOs they have often been accused of strategic drift—continuous change in their strategic directions with plans only loosely coupled to their activities. However, the way that they prioritize their activities, and the reasons why strategic drift occurs has generally escaped in‐depth research. This article draws on detailed, qualitative research of strategic planning meetings at the executive levels in a major INGDO, carried out between July 2006 and December 2007 to identify the reasons why strategic drift occurs and the role of strategic planning. It was found that by deliberately crafting multiple, ambiguous, and ambitious strategies, managers were able to effect organizational change, not by literal strategy implementation, but by using these strategies as metaphors to harness consensus and legitimacy in key stakeholder groups. Senior managers utilize the symbols, language and deliberative arenas of formal strategic planning to effect organizational change; however, strategy, in rational terms, needs to be located in the background for its role to be properly understood. The research unpacks complex decision‐making processes in an INGDO and, contrary to normative literature, recommends that, in order to avoid inflationary planning, managers should not take their strategy literally. Copyright © 2009 John Wiley & Sons, Ltd.