The truth and lie story: developing a tool for assessing child witnesses' ability to differentiate between truth and lies

Within the court arena, the credibility and competency of child witnesses often comes under scrutiny and the decision whether a child is considered to be credible or not strongly in?uences whether their evidence will be heard by the court. A child's ability to demonstrate that they understand the difference between truth and lies and the importance of telling the truth is synonymous with competency. Research suggests that many professionals undertaking the task of establishing competency ?nd it very dif?cult, especially with younger children (Aldridge and Wood, 1997, cited in Aldridge and Wood, 1998). This paper describes the process involved in developing an innovative tool for helping professionals assess whether a child understands the difference between truth and lies. The development of the tool arose from the concerns of of?cers from Northumbria Police Force (in the UK) relating to interviews following the protocol of the government's Memorandum of Good Practice (Home Of?ce and Department of Health, 1992) on interviewing child witnesses, and the need to establish whether child witnesses can differentiate between truth and lies. As an example of good practice, The Truth and Lie Story described here has now been included in the Home Of?ce (2002) guidance Achieving Best Evidence in Criminal Proceedings, which is a revision of the 1992 Memorandum of Good Practice. Copyright © 2004 John Wiley & Sons, Ltd.     

Success and failure in management buyouts

This paper outlines a model for examining the process of formulating a successful management buyout, taking the viewpoint of all concerned, viz., buyers, sellers, advisors, investors and employees. It arises out of the observation of, and involvement in, a number of buyout negotiations: some were completed but continue to falter; some were aborted; others are currently successful. The paper suggests that eventual success is a function of two main factors. The first is the probability of conflict, as defined by the buyout typology, and the second the decisions made, and not made, during negotiations. The latter includes such questions as, for the company: what to hive down: which management to involve; future customer relations; and for the deal: the setting of the price: the future role of investors; choosing advisors.     

Children's protective services and law enforcement: fostering partnerships in investigations of child abuse

Although collaboration in child abuse investigations has been emphasized since 1974, barriers, including role conflicts and organizational differences, have often been reported. This study describes the process of collaboration based on the perceptions of investigators working with a Child Advocacy Center. Telephone interviews were conducted with 290 child protective service workers and law enforcement officers from 28 child advocacy centers in 20 different states. Respondents identified barriers to the process of collaboration such as conflicts over case control and facilitators including co-housing and cross-training. Conditions that should contribute to successful collaboration are discussed.     

Structuring injustice: partisan politics in the making and unmaking of James Madison University's equal opportunity policy

This analysis contributes to LGBT campus climate research on the quality of campus life in higher education in the United States. We argue that public education institutions in different states face divergent impediments to improving campus climate, and that more research is needed identifying structural factors affecting campus climate. Using a social systems analysis of policymaking at one university as a case study, we illustrate how partisan politics and state regulation make Virginia colleges and universities more vulnerable to political scrutiny and control. Finally, we propose a social justice-oriented policy agenda to address structural inequalities.     

Transforming conflict: mediation and reparation in a staff team

Working with the aftermath of child sexual abuse places the individual practitioners, teams and organizations involved at risk of re‐enacting the abusive dynamics of dominance and submission. An example of an effective intervention into a dysfunctional team illustrates how an alternative pattern of supportive companionable relating can be promoted. The team were enabled to re‐evaluate their relationships and to rebuild in six stages via a process of mediation and reparation. Theoretical concepts informing a framework for change at personal, professional and organizational levels are drawn from attachment theory and research, trauma work, advocacy and groupwork. Reflections are offered on the wider need for transformation and repair as the millennium approaches after a decade of painful controversies in the professional and public domains. Copyright © 1999 John Wiley & Sons, Ltd.     

Managing Contradiction: Stockholder and Stakeholder Views of the Firm as Paradoxical Opportunity

Stockholder and stakeholder perspectives have been positioned in the literature as being in tension, and thus a potential source of innovation and change. However, researchers have overlooked a systematic examination of this presumption in theory and in practice. This study explores the ways that stockholder and stakeholder assumptions are presented by theorists and compares these with expressions of stockholder and stakeholder perspectives used by firms in practice. We argue that theoretical entrenchment dichotomizing these perspectives has disrupted the ability of researchers to leverage this tension. While scholarship remains trapped in a vicious cycle, we also argue that firms in practice express only the acceptance dimension of a virtuous cycle. Our empirical research demonstrates that firms accept and accommodate the paradoxical tension between managing for stockholders versus balancing the interests of stakeholders. This is evidenced by strategies we identify as book‐ending, cadence, continuous and simultaneous co‐mingling, and hybridization. We find that in practice these tensions are more integrated whereas in theory they are treated as more distinct and, often, in conflict. We suggest ways in which both scholarship and practice can better leverage tension as paradoxical opportunity.