Staying in the Game or Changing It: An Analysis of Moves and Turns in Negotiation

As parties bargain over the terms of an agreement, they are concurrently negotiating their relationship. In this parallel negotiation, parties seek to position themselves to advantage by using a variety of strategic moves. In so doing the other party can be put into a defensive position making it difficult to advocate effectively. Turns, such as interrupting, correcting, questioning, naming, and diverting, challenge these moves. Turns can be used restoratively to move out of a defensive position or participatively, to engage the other in collaboration. Anticipating strategic moves and having turns in mind is part of preparing to negotiate.     

Descriptive Study of Precursors to Sex Offending among 813 Boys and Girls: Antecedent Life Experiences

In order to understand the precursors to sexual offending among youth and the associated gender differences, the records of 813 sexually abusive children (659 boys and 154 girls) referred for an evaluation of their sexually inappropriate and coercive behavior were reviewed and coded. These children ranged in age from 3 to 18 when they committed their first hands-on offenses. All were under the care of the Massachusetts Department of Social Services either prior to or as a result of their behavior. Principle findings included: (1) a high proportion of girls (19 percent) in a sample of children flagged as sexually abusive to other children, (2) an exceptionally high base rate of severe maltreatment and associated clinical and psychiatric sequelae, and (3) girls were significantly more likely to be sexually abused, and when sexually abused the abuse lasted longer, was more severe, and involved more perpetrators. In addition, the girls were significantly more likely to witness domestic violence and to witness sexual deviance within the home. For all other types of abuse, there were no group differences, and (4) all of the children were subjected to a very high level of caregiver instability.     

Training prison inmates as paralegals: An experimental project

A program to train inmates as paralegals was established at a large state prison in the Midwest. Qualified inmates were randomly assigned to the training or to a control condition. Both groups were administered measures assessing legal knowledge, the use of legal knowledge, attitudes about the criminal justice system, and self-perceptions before and after training. The trainee group showed a significant increase in its amount of legal knowledge after training. Members of the trainee group also reported a significant increase in the number of other inmates requesting aid from them on legal problems. In addition, interviews were conducted with two random samples of the general inmate population, before and after the paralegal training program. These interviews revealed strong support for the training program, and this support increased over the period of the program. Limited data on longer-term effectiveness of the paralegal's performance in the prison legal aid clinic and in paralegal jobs following parole supported the positive, shorter-term results.     

Incentives and beneficence

Whether an action is beneficent may depend on its effect on incentives for future behavior of the beneficiary. This strategic consideration makes our moral account of beneficence far more complex than most discussions suggest. Its effect on utilitarian and Kantian moral theories is discussed. In general, strategic incentive considerations recommend institutional rather than individual resolution of many problems, so that moral theory must in part be political and institutional.     

Capacity building: who builds whose capacity?

This article focuses on the role that development NGOs play in capacity building, arguing that many conventional NGO practices are ultimately about retaining power, rather than empowering their partners. This leads to tunnel vision and to upward rather than downward or horizontal accountability, based on the assumption that the transfer of resources is a one-way process. At worst, this undermines rather than strengthens the capacities of the organisations that NGOs are attempting to assist. Sharing responsibilities and risks, mutual accountability, and committing to the long term rather than to short-term projects are more likely to create partnerships that can withstand vicissitudes and contribute to lasting change.