Clerics, Exiles, and Academics: Opposition to the Brazilian Military Dictatorship in the United States, 1969–1974

Virtually no one in the United States raised objections to the 1964 military takeover of the Brazilian civilian government. In the early 1970s, however, the Brazilian regime had become associated with torture and the arbitrary rule of law. By the end of that decade, compliance with human rights standards had developed into a yardstick for measuring U.S. foreign policy initiatives in Latin America. This paper argues that between 1969 and 1974, a small group of dedicated church activists, exiled Brazilians, and academics introduced the issue of human rights in Latin America into the U.S. national body politic. A network of concerned activists fashioned a systematic campaign to educate journalists, government officials, and the public about the abuses taking place under the generals' rule. Their activities helped isolate the military regime and laid the groundwork for a broader solidarity movement with Latin American popular struggles in the late 1970s and 1980s.     

When Does Deliberation Begin? Internal Reflection versus Public Discussion in Deliberative Democracy

Political deliberation involves both internal reflection and public discussion. The former might be far more important than implied by deliberative democrats' heavy emphasis on the discursive component. Analysis of the deliberations of a citizen's jury on an Australian environmental issue shows jurors' attitudes changing more in response to the 'information' phase of the jury proceedings, involving a large degree of 'deliberation within', than during the formal 'discussion' phase. Various ways can be imagined for evoking internal reflection of that sort, even in mass-political settings.     

Of Citizenship, Virtue, and the Administrative Imperative: Deconstructing Aristotelian Civic Republicanism

Over the years, the public administration literature has generated many different strands in the definition and conceptualization of citizenship. In theory and in practice, our understanding of what it means to be a citizen is in danger of being muddled amid the diversity of perspectives and the epistemological confusion generated in the contemporary discourse on the subject. My aim in this article is to clarify and elaborate a common thread that runs through our contemporary understanding of citizenship and to advance the general thesis that our brand of theorizing reflects an earlier tradition that embodies the conservative ethos of Aristotelian republicanism. Can such a tradition survive in modern American society?     

Wholesaling in Electricity: Inching Along

This article discusses the incremental but increasingly assertive efforts by federal policy makers toward encouraging deregulation of the electric utility industry. Focusing on the efforts of the Federal Energy Regulatory Commission (FERC), we conclude that the federal government is involved in a sort of two‐sided experiment. On the one hand, efforts to deregulate the electric power industry attempt to establish a competitive market pose the question: Can government provide rational guidance in the formation of markets in a complex industry? On the other hand, it asks whether the democratic process can permit agencies such as FERC to impose and implement an economically rational design on a self‐interested pubic that is mostly interested in cheap, reliable power. In a sense, FERC is auditioning for a new role for regulatory agencies—as designers and overseers of markets. This is a dramatic shift from the traditional role of “regulator as policeman.” Whether regulators are up to the task remains to be seen.     

Ford Motor Company and the Firestone tyre recall

This paper was prepared as the basis for a class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. It may be appropriate for public affairs, business and public policy, and/or crisis management courses at the undergraduate or graduate level. In conjunction with this case, it may be useful to use the framework for crisis management developed by Dr Ian I. Mitroff, the Harold Quinton Distinguished Professor of Business Policy at the Marshall School of Business, University of Southern California. This best practice model is discussed in ‘Managing Crises Before They Happen’, which Mitroff published in 2001 with Gus Anagnos, Vice President of Comprehensive Crisis Management. This case leads the audience through the Ford–Firestone tyre crisis from 1997—when Ford began to learn of a problem with Firestone tyres on its popular Explorer sport‐utility vehicle—up until the summer of 2001, just after Ford recalled 13 million Firestone tyres and the National Highway Transportation and Safety Administration cleared Ford of further investigation into potential defects in the Explorer. The case addresses potential causes of the tyre problem, how Ford handled the crisis from a corporate public affairs perspective and, tangentially, how Firestone handled the issue. Copyright © 2003 Henry Stewart Publications