Anthropological Measurement of the Juvenile Clavicle Using Multi‐Detector Computed Tomography—Affirming Reliability

Currently, there is no standardized protocol for multi‐detector computed tomography (MDCT) measurement of juvenile remains. Using 33 juvenile clavicles, this paper investigates a protocol to allow MDCT measurements, comparable or supplemental with traditional osteometric measurements, to be acquired for application to previously published algorithms. The results illustrate that there is no significant difference between MDCT measurements and those taken by direct osteometric methods. By presenting such a protocol, this paper takes the first steps toward validation of the process of conversion from measurement of dry juvenile bone to MDCT compatibility and allows the forensic world to take a step forward in standardizing the way MDCT is used for forensic practice. This paper assesses the limitations and potential applications of this virtual approach and offers some suggestions for where further work might progress the conversion of these new approaches into legally admissible anthropological techniques of age estimation.     

‘You're Just Treating Us as Informants!’ Roles,Responsibilities and Relationships in the Production of Children's Services Directories

Local authorities in England are required to make directories of services available to practitioners working with children and young people. This is against a background of continuing reforms intended to ensure that services are joined-up around the needs and choices of children, young people and their families. There are high expectations that more of these services will be delivered by organisations from theVoluntary and Community Sector (VCS), especially services for groups or communities that public sector agencies find hard to engage. This article reports and comments upon a regional study focusing on the production of children's service directories involving service providers and commissioners, as well as the producers of directories, in a series of facilitated workshop activities. The study highlights tensions between local authorities and service providers around how information about services is controlled, edited and accessed. We argue that current approaches to the provision ofdirectories are unlikely to have the transformational effects predicted by policy makers. This is partly because local authorities' traditional position (supported by the prevailing technologies) has meant that they have tended to monopolise the roles and responsibilities which in turn maintains their control of directory content. They do so in the face of increasing dissent from new and established providers. Moreover, current models of service directories fail to meet the emerging information needs of a range ofstakeholders including service providers, service commissioners and service users. Inconclusion we propose some questions to improve visibility and governance in the creation and maintenance of service directories.     

Leading and Managing at the Boundary: Perspectives Created by Joined Up Working

Based on a process of action inquiry, this article reflects on the capacities that chief executives need in order to engage effectively with ‘joined-up’ working. It begins by examining the paradoxical feelings that chief executives can hold about their roles – feeling both powerful and powerless at the same time, for example. By adopting the notion of boundary, it is possible to understand more about the complexities that chief executives need to work with. These boundaries are emotional as much as they are structural. They imply a duality in the role as the chief executive works with the shifting relationships between the organisation and its external world, between organisational and political leadership, and between ‘knowing’ and ‘not knowing’. To be able to work at the boundary, there is a premium on the capacities for sense-making through systemic analysis, for maintaining personal perspective and for seeing leadership as synonymous with learning. In the end, leading at the boundary challenges the chief executive to think from time to time about what he or she stands for as a person.     

Models of Crisis Decision Making and the 1990–91 Gulf War

The 1991 Persian Gulf War is a “most likely” case for several crisis decision-making models. It commanded presidential attention, arose when bureaucrats were fighting over post-Cold War budgets, and evoked the strong organizational cultures of the U.S. Army, Navy, Air Force, and Marines. We use this case to assess the contexts, decision stages, and issue areas in which alternative crisis models have the most explanatory power. We find that presidents are most powerful in agenda setting, choosing among options, crises, and high-politics issues. Bureaucratic politics diminishes in crises and best explains the behavior of mid-level careerists, the formulation of options, and the shaping of post-war budgets. Most striking, even in crises organizational cultures strongly shape tactical military decisions, choices among weapons systems, and the willingness of officials to risk their careers on behalf of their organizations’ values. Overall, these findings argue for greater attention to the influence of organizational cultures in crises.     

Introduction: Communication and Civic Engagement in Comparative Perspective

The present era is defined by sweeping changes in economies, social institutions, political party systems, and communication processes in many nations. These changes go by various names from globalization to poststructuralism. The impact of these tectonic shifts in the political foundations of nations is greatly debated. In particular, considerable uncertainty surrounds the effects of various changes on the importance of politics for individual citizens and for the kinds of civic activities that people engage in and even regard as political. This is an important time for communication scholars to develop comparative frameworks that bring conceptions of social change together with how people located in various cultural, demographic, and audience groups define their relations to government and, more broadly, to civil society. At stake is our understanding of the role of communication in shaping these political relations, and in shaping the attitudes of citizens about politics, government, and society itself.