THE OPERATIONAL USE OF AN EXPERIENCE TABLE

One objective of the Parole Decision-Making project was the develop ment of experience tables for operational use by the U.S. Board of Parole to aid in individual case deckion-making. This report describes the interaction of parole board members and project staff in the development of an experience table acceptablc to the parole board for operational use. In addition, it describes the development of a research design to test the impact of the presentation of the experience table upon paroling decisions, the implementation of this design, and the initiol evaluation of results.     

Celebration of Strong People-to-People Ties Between Canada and China

正I am delighted to have this opportunity to say a few words about the blossoming of the Canada-China relationship,and to tell China Today readers about the joint Canada-China commitment to hold a series of cultural activities in our respective countries over 2013-2014.Let me begin by telling you that this is my third posting to Beijing.I was f irst here in the mid-80s and then again in the late 90s.As such,I’ve witnessed extraordinary changes     

The Australian way of government and public sector commercial reform: from a lucky to a clever country?

In recent years, Australia has struggled to remain in the top twenty developed countries, globally. The reality is that Australia's natural resource and agricultural bases no longer serve to provide sustainable national competitive advantage. In the past decade, therefore, government initiatives have aimed to produce a range of industry policies, apparently designed to strengthen the economic base, enhance government and industry responsiveness and productivity, and to attract increased overseas investment. The modernization of Australian public sectors and the adoption of private sector business principles, especially commercialization and privatization, have been critical aspects of competitive reform. This article examines several of the key strategies adopted by Australian governments, especially those designed to enhance national competitive advantage, to determine which strategies may be working, or not working, and why. Particular emphasis is placed on the role of governments as corporate business managers and their ability to respond to commercial realities on a business management, as distinct from an ideological, basis. (© 1997 by John Wiley & Sons, Ltd.)     

EXPIATING EVIL: REFLECTIONS ON THE DIFFICULTIES OF CULTURAL,ORGANIZATIONAL AND INDIVIDUAL REPARATION

Evil actions by human beings show little sign of diminution as the twenty‐first century unfolds. Evil can be defined as the knowing infliction of pain and suffering – physical and/or psychological – on another human being. It can be perpetrated by individuals, by organizations, and by nation states, among others. It can take the form of administrative evil, in which people participate in acts of evil while thinking they are just doing what they should be doing in their organizational role. Under conditions of moral inversion, evil can be engaged in under the guise of doing good. While some aspects of evil’s aftermath are clear enough through the trail of mass graves, broken bodies and lives, and trans‐generational reverberations, the possibilities of expiating evil, including administrative evil, through processes of forgiveness, reconciliation and reparation, especially on the part of organizations and states, remain under‐explored. This article begins that exploration.     

The Civil Service Reform Plan One Year On,and the International Evidence

In July 2013 the UK's coalition government published “The Civil Service Reform Plan – One Year on”, reporting on progress against minister Frances Maude's objectives to shake up the civil service. This followed various reported disagreements between ministers and civil servants over policy implementation, and a research report commissioned by the government from think tank IPPR into lessons from overseas for civil service reform. This trio of short articles reviews the government's proposals from three perspectives: that of the lead author of the IPPR report, a former senior civil servant, and the chair of the House of Commons Public Administration Committee (PASC) which oversees the civil service. The authors take differing views on the proposals, which include introduction of ‘extended ministerial offices’, and greater control by ministers over choosing their civil servants. Should these be seen as useful next steps, worrying developments, and/or large and important enough to merit a Commission on the civil service, as PASC has suggested?