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Keith Forster 《当代中国》1995,4(10):23-44
This paper explores the political background to, the reasons behind, and the stages through which Mao Zedong reversed the position of the Resolution of the 8th Party Congress of 1956 on the issue of the major domestic contradiction in China. Relying on recently published Chinese sources, both primary and secondary, the paper argues that Mao arrived at his position, in which the primacy of class struggle was once again asserted, principally as a result of his negative assessment of the criticism leveled against the CCP in the Party rectification of May 1957, but in an ambivalent and diffident frame of mind, and one highly sensitive to the question of theoretical orthodoxy. Mao's reversal on this crucial issue both confused his colleagues in the CCP CC and aroused strong arguments within that body. 相似文献
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We report on a sample of 135 deliberate self-harm (DSH) patients who were assessed by a general hospital DSH service, and on those who were offered aftercare by, or telephone open access to, the service. Patients' satisfaction with assessment and treatment, and their outcome were investigated at follow-up 12-20 months later. Four-fifths of patients reported the assessment following DSH to have been helpful and the assessor sympathetic. Thirty-three (24%) of the 135 patients assessed were offered treatment by the DSH service but 13 declined or failed to attend. Of the 20 who engaged in treatment, 17 (94%) were satisfied with their care. Open access to the DSH service by telephone was offered to 53 (39%) patients, nine (22%) of whom reported at follow-up that they had used this facility. A specialist DSH service can effectively assess and treat patients following DSH. It is important that the service is accessible and acceptable to patients. 相似文献
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In July 2005, the Little Rock, Arkansas, school district implemented a new policy to reorganize its management structure in order to create a more efficient bureaucracy. Using Richard Matland’s ambiguity‐conflict model of policy implementation, the authors examine the implementation of this school reorganization policy. Interviews and surveys were conducted with the superintendent and his executive assistants, school principals, teachers, and staff. In line with Matland’s model, the findings suggest that successful implementation is directly related to the policy characteristics of ambiguity and conflict. However, the authors point to the importance of recognizing particular characteristics for different groups of stakeholders within the policy implementation process. Discrepancies among groups of policy actors in the degree of policy ambiguity and policy conflict lead to strikingly different implementation strategies. 相似文献