“You put politics in the scale:” Stewart L. Udall and excess land law in California, 1961–1968

During the 1960s, Interior Secretary Stewart Udall faced controversy about enforcement of federal reclamation’s excess land law on California’s San Luis Project and the Imperial Irrigation District. The San Luis Project was a complex mix of state and federal funding and operation, and Udall ruled that excess land law did not apply to the state service area. Yet he overruled past practice on the Imperial Irrigation District and called for enforcement of land limits. This paper examines Udall’s effort to balance politics and principle.     

“Strivers”, “doers”, and “seekers”: Social workers and their commitment to the job

Amid considerable interest in the experiences of early career professionals in social work in England and internationally, and the relationship between these and retention and progression, this article reports on the findings of one element of a larger evaluation. It reports the findings and analysis of interviews with 42 relative newcomers to social work, some 3 years following qualification, focusing on their current career orientations, and how these appear to affect their future intentions. We identified three distinct groups, designated as “strivers,” “doers,” and “seekers.” Each of these groups demonstrated a different kind and level of commitment to their social work role and identity: Strivers were oriented towards career progression and taking on senior roles; doers were committed practitioners who saw themselves as continuing in front line service delivery for the foreseeable future; and seekers, although still committed to social work in principle, tended to be more unsure about their future place in the profession. This typology appears to be reasonably robust on the basis of our investigation and has implications for career planning and supervision of social work professionals, especially at the early stages of their careers.     

The Roots of “Radical Interactionism”

A plea has been made for replacing the perspective of “symbolic interactionism” with a new interactionist's perspective—“radical interactionism.” Unlike in symbolic interactionism, where Mead's and Blumer's ideas play the most prominent roles, in radical interactionism's, Park's ideas play a more prominent role than either Mead's or Blumer's ideas. On the one hand, according to Mead, the general principle behind the organization of human group life was once dominance, but it is now “sociality.” On the other hand, according to Park, this general principle is now and has always been dominance. Blumer takes a position much closer to Mead's than Park's arguing that the general principle underlying the organization of human group life is sociality. Under certain special conditions, however, it can become dominance. Although like radical interactionism, symbolic interactionism is rooted in pragmatism, unlike in radical interactionism, symbolic interactionism is still plagued with strains of utopian thought, among which the notion of sociality is the most virulent. Sociality may be the principle on which human group life is organized in heaven, but, down here on earth, it remains organized on the basis of domination. Thus, radical interactionism provides a much‐needed antidote to the idealistic overtones still found in symbolic interactionism.     

Pension reform in the Baltic States: Convergence with “Europe” or with “the world”?

Abstract The Baltic States – Estonia, Latvia and Lithuania – join the European Union in 2004. This paper examines pension reform in the three countries over the past decade in the light of the “European social model” and the “World Bank model”. Part one seeks to define these two models. It shows how the former emphasizes income adequacy and solidarity while the latter stresses fiscal sustainability, savings and economic growth. Part two looks at reforms made and proposed. Initial reforms involved raising the retirement age and relating benefits more closely to earnings and service. This resulted in the establishment of pension systems similar to those in many European countries. Subsequent reforms involved attempts to shift from a publicly financed, purely “pay‐as‐you‐go” system to one based upon “funding” and private, individual accounts. Such systems have been promoted by the World Bank. The appropriateness of this approach – its high transition costs, potentially high administration costs, and longer‐term implications for the relative income status of retired people – is questioned. Part three draws conclusions. In the short and medium term, policymaker should safeguard income adequacy rather than seek the doubtful advantages of funding – in other words, look more to “Europe” than to “the world”.     

From “Either‐Or” to “When and How”: A Context‐Dependent Model of Culture in Action

In this article, I outline a framework for the sociological study of culture that connects three intertwined elements of human culture (cultural motivations, resources, and meanings) and demonstrates the concrete contexts under which each most critically influences actions and their subsequent outcomes. In contrast to models that cast motivations, resources, and meanings as competing explanations of how culture affects action, I argue that these are fundamental constituent elements of culture that are inseparable, interdependent, and simultaneously operative. Which element provides the strongest link to action, and how this link operates, must be understood as a function of the actor's position within wider social contexts. I argue that on average motivations have the most discernable link to action within a social strata, cultural resources provide the strongest link across strata, and meanings have the greatest direct influence when codified and sanctioned. I then offer a reframing and synthesis that reintegrates previously “competing” theories of culture into a more holistic context‐dependent model of culture in action. Finally, I use evidence from prior empirical research, as well as new data from an ongoing ethnographic study of health behaviors among the aged, to show how various elements of culture are concretely linked to action in eight different social contexts. In doing so, I provide a roadmap for the transition out of the “either‐or” logic underlying much of cultural theory and reemphasize the importance of the classical sociological concern for “when” and “how” various aspects of culture influence action and outcomes in concrete social contexts.     

From “what works” to “making it work”: A practice perspective on evidence-based standardization in frontline service organizations

Evidence-based standards are becoming increasingly influential in frontline services connected to labor market inclusion of vulnerable citizens. To increase our understanding of standardization in such public service delivery, this study draws on interviews and ethnographic fieldwork from two frontline offices in the Norwegian Labour and Welfare Administration (2017–2018) that use the evidence-based Individual Placement and Support (IPS) standard. Adopting a theoretical perspective of organizational practices, the study highlights two distinct approaches to practicing IPS in the frontline organizations: as a “practice shift” in one organization (i.e., creating and legitimizing radically new service practices involving closer collaboration with employers) and as a “practice revival” in the other (i.e., reinstating more traditional service practices involving a holistic client orientation). Each approach relates to a specific constellation of recruitment practices, dynamics between frontline supervisors and staff, and team integration. The study contributes to the literature in two ways. First, it shows the underlying flexibility embedded in standardization and how standards may be implemented and adapted in ways that may either promote more radical change or revive traditional practices. Second, it nuances positions in the literature on the impact of standards on professional service work. On this basis, the study suggests broadening the attention in research on evidence-based standards in public service delivery from discussions of “what works” to understanding the broader organizational dynamics involved in “making it work.”