Applying Large-Group Interaction Methods in the Planning and Implementation of Major Change Efforts

Public policy makers, planners, and managers are increasingly relying on what might be called large-group interaction methods to involve large numbers of people (from as few as eight to more than 2,000) in planning and implementing major change efforts. These methods are structured processes for engaging large numbers of people to: (1) enhance the amount of relevant information brought to bear on a problem; (2) build commitment to problem definitions and solutions; (3) fuse planning and implementation; and (4) shorten the amount of time needed to conceive and execute major policies, programs, services, or projects. Proponents of such methods claim that they provide sets of concepts, procedures, and tools that can help public and nonprofit organizations and communities deal effectively with change. On the other hand, a number of boundary conditions surround the successful use of the methods. The authors compare and contrast seven approaches most frequently used in the public sector in the United States and abroad (i.e., Real Time Strategic Change, Search Conferences, Future Searches, Strategic Options Development and Analysis, Strategic Choice, Technology of Participation, and Open Space Technology) to illustrate their comparative strengths and weaknesses and to develop an agenda for research.     

Risk and the National Industrial Recovery Act: An Empirical Evaluation

This paper examines the National Industrial Recovery Act of 1933 to see if the law helped “stabilize” the U.S. economy during the Great Depression. The test measures sample variances of the rates of return in stock price indices for six major U.S. industries as well as the overall stock market and compares those variances across five time periods. The statistics reveal that the NIRA did not reduce risks faced by these firms. Stocks for NIRA-regulated industries did not significantly decline in risk during the NIRA period, as compared with sample variance changes elsewhere during the Great Depression. The paper then interprets the results from a public choice point of view.     

Beyond the Contract: The Scope and Nature of Informal Government–Nonprofit Partnerships

Privatization research lacks an understanding of the scope and nature of informal service delivery relationships between nonprofits and local government. This article reports on a study of local service delivery partnerships in Georgia using survey and interview data. In addition to assessing the frequency of noncontractual partnerships, this study builds on B. Guy Peters's definition of public–private partnerships to delineate the control–formality dimensions of these partnerships more clearly. The agency theory notion that a trade-off occurs between formality and control is also tested. The findings show that most public–private partnerships involving nonprofits are led by government agencies, and they are only weakly collaborative in the sense of shared authority or resources. Often, community norms substitute for formal service agreements. The study concludes with suggestions for further research regarding trust and behavioral norms in public–private partnerships.     

Capacity for public administration: analysis of meaning and measurement

Public administration researchers and practitioners have placed a heavy emphasis on the theme of programme performance. More recently, there has been a growing sentiment in the literature about the integral role of organisational capacity in achieving performance. While this is often expressed in the (re)iteration of a ‘management matters’ mantra, we see some disarray in the broader capacity literature both in definition and application. As scholars call for more integrated models of governance that link, for example, capacity and performance, we see a growing need for an analysis of the concept of capacity. Using bibliometric and content analyses to explore scholarly treatment of capacity constructs, this article assesses whether the perceived disarray is real, and if so what consequences it might have. We do so by reporting on capacity's meaning and measurement through an analysis of four decades of the private, public and nonprofit management literatures. While specific definitions of capacity are, by nature, context dependent, we conclude by distilling a general, conceptual framework of capacity for public management researchers and practitioners. Copyright © 2008 John Wiley & Sons, Ltd.     

Distributing social goods between generations

Conclusion The issue of justice in intergenerational exchange has been studied with a focus on what is owed the elderly. Conceptual matters have been emphasized. The analysis has concerned two levels: the macrolevel on which a social contract might be achieved between representatives of generation-based interest groups, and a microlevel on which members of families and family-based networks have to find a proper balance between elder care and their other wants and obligations. The paper was written with the situation in Sweden in mind, but I believe that the analytical arguments have a wider generality.     

The Law and the Desert: Alternative Methods of Delivering Justice

This article considers the way in which the Federal Court of Australia has adapted to the native title jurisdiction. Here we see how common law approaches to law and procedure challenge, and are challenged by, the culture of indigenous peoples and customary law. It conveys the risk of cultural violence in a balancing of legal and cultural norms and shows how access to justice debates reach beyond debates about funding and advice into more fundamental issues about legal process and the nature of substantive law. The Court's approach to facilitating access to justice goes deeper than essential procedural changes. Its approach suggests a cultural change within the Court.     

AGRICULTURAL MARKETING ORDERS AND THE PROCESS AND POLITICS OF SELF-REGULATION

Agricultural marketing orders, put into operation with the initiative and approval of affected producers, are a form of supervised self-regulation. The 47 orders in effect variously authorize quantity controls, quality controls, and market support activities for fruits, vegetables, and specialty crops. Administered by producer committees under the supervision of the Agricultural Marketing Service, for most of their history they produced l i t t l e controversy. In recent years they have been attacked as anticompetitive. The impact of orders on prices, however, seems limited at best. Orderly marketing has largely replaced concern for "parity prices" as the goal of marketing orders.