Parent and Peer Attachment in Minority Males at High Risk for Delinquency

Juvenile delinquency and high risk behaviors have been linked to disturbances in attachment. The present study examined parent and peer attachment in 67 African American males and 97 Latinos (ages 12–17, M = 14.7 ± 1.3) attending an alternative school. The Inventory of Parent and Peer Attachment was used to identify 3 attachment style groups: “Isolated,” “Disconnected,” and “Connected.” Controlling for age, attachment group membership predicted differences in delinquent behaviors, as did ethnicity. Further, on the Youth Self-Report of the Child Behavior Checklist, attachment group membership predicted differences in both the Internalizing and Externalizing Scales. Implications for interventions with each identified attachment group are discussed.     

Managing the deliberately mute

The contrast in communication styles and values between Gen-Xers, now mostly in their mid to late twenties, and forty- and fifty-somethings is obvious. Gen-Xers are focused on the assignment and the deadline; their goal is to do good work in a timely manner. But they are highly skeptical that enthusiasm has any influence on the outcome. When we question them about their taciturn manner, they all give us the same two reasons: They really don't care one way or the other and they're convinced that what they say doesn't matter anyhow. This may frustrate a manager charged with getting the buy-in or enthusiastic participation from the troops, but it's a fact. There are, however, ways to get Xers to talk--provided you really want their ideas and opinions and you acknowledge that you hear what they say. Here are the best techniques from those who successfully manage large numbers of the young, including young physicians: (1) Focus on what matters; (2) don't ask if you're not going to act on the feedback; (3) personalize your request for information; and (4) always do a worst case scenario when you need the buy-in.     

The importance of building alliances

This may come as a surprise to Gen-Xers, but on-the-job allies are a political necessity. Information and support from workplace alliances are vital to doing your job. Your peers, boss, subordinates, and even enemies, can and should be in your network of allies. How do you build alliances? It's accomplished by cultivating relationships based on mutual benefit and interest. Information and favors are traded on a quid pro quo basis. Your peers, subordinates, and boss have different needs but they share some goals with you. Goals are the common denominator. Consider the following ways to cultivate your network of allies: Be a reliable news source; offer feedback; be congenial; share expertise; consult; strive to be a role model; don't demand credit; don't wait for recognition; articulate your needs; share a hot idea; save face for someone; and connect people who can help each other.     

The Effects of a Creative Dance and Movement Program on the Social Competence of Head Start Preschoolers

The effects of an eight‐week instructional program in creative dance/movement on the social competence of low‐income preschool children were assessed in this study utilizing a scientifically rigorous design. Forty preschool children from a large Head Start program were randomly assigned to participate in either an experimental dance program or an attention control group. Teachers and parents, blind to the children's group membership, rated children's social competence both before and after the program, using English and Spanish versions of the Social Competence Behavior Evaluation: Preschool Edition. The results revealed significantly greater positive gains over time in the children's social competence and both internalizing and externalizing behavior problems for the experimental group compared with the control group. Small‐group creative dance instruction for at‐risk preschoolers appears to be an excellent mechanism for enhancing social competence and improving behavior. The implications for early childhood education and intervention are discussed.     

Best monotone M‐estimators

The author shows how to find M‐estimators of location whose generating function is monotone and which are optimal or close to optimal. It is easy to identify a consistent sequence of estimators in this class. In addition, it contains simple and efficient approximations in cases where the likelihood function is difficult to obtain. In some neighbourhoods of the normal distribution, the loss of efficiency due to the approximation is quite small. Optimal monotone M‐estimators can also be determined in cases when the underlying distribution is known only up to a certain neighbourhood. The author considers the e‐contamination model and an extension thereof that allows the distributions to be arbitrary outside compact intervals. His results also have implications for distributions with monotone score functions. The author illustrates his methodology using Student and stable distributions.     

Institutional Shaping of Interagency Working: Managing Tensions between Collaborative Working and Client Confidentiality

Tensions between imperatives for sharing of information aboutclients, patients, and offenders and those for confidentialityand privacy have become a prominent but unresolved issue inBritish public policy in the context of greater pressures towardinteragency collaboration. This article analyses empirical datafrom a major Economic and Social Research Council–fundedresearch project designed to provide the first systematic evidenceabout the ways in which local partnerships working in sensitivepolicy fields in England and Scotland attempt to strike settlementsbetween sharing and confidentiality and discusses the impactof national government's attempts to increase formal regulationof their information-sharing practices. To do this, the projecthas developed a methodology to operationalize neo-Durkheimianinstitutional theory and demonstrates that theory in this traditionhas the power to identify and explain patterns of information-sharingstyles adopted in local collaborative working. The overall conclusionis that the stronger assertion of formal regulation by nationalgovernment may well be leading to the greater prominence ofhierarchical institutional forms but it may also be associatedwith the counterassertion of other institutional forms, too,and in ways that may reinforce problems that greater regulationis intended to address. In particular, we show that neitherdoes increased formal regulation always lead frontline staffto be more confident about local information-sharing practicesnor should it lead observers to be more confident that data-sharingpractices will be more transparent or consistent from localityto locality.     

Lineaments of the Political Geography of State Formation in Twentieth-Century South Africa

As a step towards framing an understanding of the politics of the South African transition and the prospects for democracy in that country, this paper asks the question: what kind of state is it that is being transformed? It offers the argument that we should conceptualize the history of state formation within the territory that is presently called South Africa in terms of three inter-related trajectories: imperial, national, and urban. By doing this, it is argued, the dimensions of key obstacles in the path of democratic national governance understood as ‘legacies of apartheid’ become clearer as the new leadership of the state strives to establish new forms of rule. Understanding the history of the imperial state system, as well as stressing the distinctiveness of the urban domain, adds to the well-attested story of racial exclusion in the national state and enables a clearer appreciation of matters such as the status of women, the mobilization of ethnic nationalism, problems of crime and civil disorder, and the new forms of politics that are emerging as local ANC notables become agents of the state in black townships and rural areas.     

Computer incompetents in the cross-hairs.

Human Resources managers are distressingly aware that more than half the middle and senior managers (40- and 50-year-olds) in their organizations are technologically incompetent. Having spent millions on technology, most corporate CEOs, many of whom can't use a computer either, are drawing a bead on middle managers who are passively resisting the computer revolution. Physician executives are no exception. Given the current shortage of physician managers with good track records and people skills, can middle managers skirt technology issues until retirement if they dance slowly enough? It's doubtful. Organizations are using new tactics to bar technically challenged managers from their ranks: They will only interview candidates with mastery of specific software and they're posting job opportunities on their web sites. Those who still believe they can ride out the computer revolution may want to rethink that strategy.