Experiences of a learning organization in the public sector

This article explores the experience of a municipal government agency as it confronts the challenges and opportunities of meeting seemingly unlimited demands with limited resources. The City of Scottsdale, Arizona, enjoys a national reputation for innovative approaches to public policy issues. This article examines Scottsdale's efforts to create a learning organization, through a Venture Team which represents a core strategy for continuous improvement and lifelong learning.     

Is outcome fairness used to make procedural fairness judgments when procedural information is inaccessible?

In a study of relocation decisions at seven different sites, procedural fairness was shown to be more sensitive to outcome fairness when respondents had less time to gather information about decision procedures. We interpret this finding to show that inaccessibility of information about decision procedures moderates the influence of outcome fairness judgments on procedural fairness judgments, such that outcome recipients rely more heavily on outcome fairness as a basis for forming procedural fairness judgments when information about decision procedures is not available. A second, laboratory study is reported that confirms the information inaccessibility explanation in the first study. When procedural information is available, procedural characteristics may be the primary bases for procedural fairness judgments, but when such information is unavailable, procedural fairness will likely be more sensitive to self-interest concerns. Future research should therefore take contextual factors such as accessibility to procedural information into account, given that there are likely to be differences on that dimension between organizational settings on the one hand and legal, political, and dispute resolution settings on the other. Information about decision procedures, generally accessible in legal, political, and dispute resolution settings, is often much less accessible in organizations.     

Traditional Organized Crime in Chicago

For 78 years the Chicago Outfit or Mob has been the focus of the Chicago Crime Commission's1 efforts to combat organized crime. Indeed, the perception of organized crime in Chicago, as well as much of the city's reputation, stems from the notorious, and often inappropriately glamorized, activities of the Outfit from Al Capone in the 1930s through John DiFronzo in the 1990s. While the Outfit is most certainly still alive, much of the organized criminal activity presently targeting Chicago and its suburbs is perpetrated by new and emerging criminal enterprises. These groups range from local burglary rings to highly sophisticated international criminal organizations headquartered in Asia, Eastern Europe, Africa and South America, involved in corporate kidnapping and extortion, murder-for-hire, high-tech crime and drug trafficking. All require public attention and relentless law enforcement scrutiny. This paper deals with traditional organized crime in Chicago. Emerging Organized Crime will be dealt with in a forthcoming paper.