THE DYNAMICS OF IRONY IN ORGANIZATIONAL CHANGE: COPING WITH A SCHOOL MERGER

The potential of an ironic perspective for understanding public service change is portrayed through a re‐analysis of data on a merger between two English primary sector schools, an extreme change involving organizational termination alongside phoenix‐like emergence. The ironic perspective focuses on synchronic dissonance and diachronic divergence in meaning underlying verbal and situational forms of irony respectively, endemic sources of organizational ambiguity, its exacerbation by change which creates conditions favouring irony, and the dynamics of their relationship. The case illustrates how ironic consequences flowed iteratively from diverse sources of ambiguity for those managing the merger, often recursively generating further irony. It is suggested that an ironic perspective can deepen theoretical understanding of the relative unmanageability of public service change, within structural parameters delimiting its scope. This perspective also offers a generic heuristic for organizational analysis with potential to inform efforts to cope with ambiguity and consequent irony in the change process.     

The Funding of Political Parties

Despite attempts over the last decade to bring an end to what has become an ‘arms race’ between political parties, party funding in the UK continues to defy resolution. Drawing on the experience of the committee charged by the last Labour administration to put party funding and electoral spending on a more sustainable footing, this article examines the issues and the main sticking points. It outlines the basis on which the negotiations were undertaken, and the main hurdles they sought to overcome. It highlights the disagreement between the parties on the definition of the central issue, the problems associated with the main funding sources for each of the parties, and the viability of state funding. It discusses why success proved elusive, but also why a solution is necessary, since in the absence of robust rules, parties and therefore the UK political system more broadly, are ‘a hostage to the next scandal’.     

Aggressive Policing and the Deterrence of Crime

Recent analyses of the relationship between crime and an aggressive patrol strategy have led to no single conclusion concerning the deterrent power of aggressive policing. This research adds to that debate by exploring the effects of a variety of aggressive patrol tactics on several different crimes. The empirical analysis, based on cross-sectional data from sixty urban neighborhoods, indicates that there appears to be no stable complex of police actions that constitute an aggressive patrol strategy. However, one form of police action usually included under the rubric of aggressive patrol—suspicion stops—may indeed deter certain types of criminal activity.