Le diable et les prolétaires. Le travail dans les mines de Potosi, Bolivie

For miners in Potosi, Bolivia, mining is more than a victory for acquiring underground wealth thanks to hard work and human know-how. This intrusion into an underworld understood to be the dwelling-place of ancestors, devils and wild forces is a ritualized activity, both a pilgrimage and an initiation. Learning the job and doing the work are conditioned by the diabolic divinity of the mineral world indwelling the miners' bodies. Mine work is examined from the angle of workers, bodily experiences so as to explore both the quite intimate grounds of the occupational identity of miners and the imagery that, in the Andes, emerged with miners as a social category distinct from the peasantry.     

Gérer la qualité de l’eau : singularisation, évaluation et régime de gouvernement

The April-June 2002 issue of Sociologie du Travail opened its pages for a discussion of the question of quality. Authors highlighted two mechanisms: “identification/singularization” (a sociotechnical process of co-constructing the quality of goods and services) and evaluation (a process of building up confidence so as to do away with uncertainty about the quality of goods and services). Can these two processes be analyzed together? If so, how to understand their interactions? As the example of managing the water supply and wastewater shows, jointly analyzing these two processes helps us understand the work of “qualification/requalification”. The relation between singularization and evaluation is clarified by introducing the notion of a “regime of government”.     

Le maire en action : gouvernement urbain et production de politiques publiques. Michel Delebarre à Dunkerque

Changes in the French political, administrative system and trends in the economy starting in the 1970s have reshaped power at the municipal level. The figure of the mayor as a “notable” has apparently taken a more entrepreneurial and managerial turn in line with changes in local government, its sources of revenue and contractual procedures. By studying the mayor through the prism of the production of public policy at the local level, this shift can be qualified: the role as a notable is tapped in mobilizing resources, while the dynamic entrepreneurial role comes into play in steering policies, timing interventions and assessing the related risks. The observation of the whole process of producing the two urban policies described in Dunkerque sheds light on how the “municipal team” led by the mayor defines the rules of the game, takes diverging interests into account and maintains an interdependence between the various actors involved in policy-implementation. This article seeks to open a dialog between a case study of a municipal government and the observation of local public policy so as to understand changes in the levers of local power.