The Problems of Effecting Change Within the British Civil Service: A Cultural Perspective

This paper examines the relatively unexplored area of underachievement in organization change programmes, where the original ambitions of the authors of change fail to be realized at the level of implementation. A case in point is the British Civil Service which after several years of government endeavour has not seen the large-scale, ‘second order’ change that had been expected. The paper offers a cultural perspective on this issue. Using the findings from an in-depth, ethnographic study of one of the newly formed agencies within the civil service, it argues that attempts at change can be frustrated by a ‘cultural infrastructure’ at the local level which acts to neutralize any attempt to change from above - in relative power terms a case of David defeating Goliath. This structure is a social defence against the anxieties and ambiguities brought about by the threat of impending change, and is manifested not as resistance, or even avoidance, but disregard and unstudied indifference. These local cultural orientations are the cause of ‘schematic myopia’ (Harris, 1989) or collective blindness, which prevent those affected from recognizing the significance of a major change initiative. An examination of these cultural processes reveals the inherent weaknesses and limitations of one of the most ubiquitous of change models to be found in organizations today: the top-down, ‘invasionary’ approach to change.     

Agency Communication, Community Outrage, and Perception of Risk: Three Simulation Experiments

Three experimental studies were conducted employing hypothetical news stories to compare the effects on reader risk perceptions of two situations: when agency communication behavior was reported to be responsive to citizens' risk concerns, vs. when the agency was reported to be unresponsive. In the first two experiments, news stories of public meetings filled with distrust and controversy led to ratings indicating greater perceived risk than news stories reporting no distrust or controversy, even though the risk information was held constant. This effect appeared clearly when the differences in meeting tone were extreme and subjects made their ratings from their recall of the stories, but it was much weaker when the differences were moderate and subjects were allowed to go back over the news stories to help separate risk information from conflict information. In the third experiment, news stories about a spill cleanup systematically varied the seriousness of the spill, the amount of technical information provided in the story, and the agency behavior and resulting community outrage. The outrage manipulation significantly affected affective and cognitive components of perceived risk, but not hypothetical behavioral intentions. Seriousness and technical detail had very little effect on perceived risk.     

Perceived Risk, Trust, and Democracy

Risk management has become increasingly politicized and contentious. Polarized views, controversy, and overt conflict have become pervasive. Risk-perception research has recently begun to provide a new perspective on this problem. Distrust in risk analysis and risk management plays a central role in this perspective. According to this view, the conflicts and controversies surrounding risk management are not due to public ignorance or irrationality but, instead, are seen as a side effect of our remarkable form of participatory democracy, amplified by powerful technological and social changes that systematically destroy trust. Recognizing the importance of trust and understanding the "dynamics of the system" that destroys trust has vast implications for how we approach risk management in the future.     

Calculating the cost of capital

One of the most important recent advances in corporate finance is the use of risk measures in setting discount rates or required rates of return for capital projects. An understanding of this area is of crucial importance to senior managers and corporate planners. This article explains how to calculate required rates of return using the modern approach to the cost of capital.     

Who's calling the shots? Decision-makers and the adoption of effective school-based substance use prevention curricula

This study investigates the relative roles of school district and school-level decision-makers in the implementation of effective substance use prevention curricula. Drawing on a "Site-Based Management" approach to effective decision-making, we hypothesized that schools whose personnel played active decision-making roles would be more likely to implement effective curricula than those in which decision-making was the prerogative of school district personnel. Study data comprised 1369 questionnaires completed by a representative national sample of both district-level prevention coordinators and middle school-based lead prevention teachers. From the perspective of the lead prevention teachers, the school district-level prevention coordinator was more influential than school staff in selecting effective prevention curricula. However, we did find some support for our hypothesis from our district-level informants, who indicated that community groups and advisory committees also play a modest role in the selection of such curricula.     

Reliability Estimation Based on System Data with an Unknown Load Share Rule

We consider a multicomponent load-sharing system in which the failure rate of a given component depends on the set of working components at any given time. Such systems can arise in software reliability models and in multivariate failure-time models in biostatistics, for example. A load-share rule dictates how stress or load is redistributed to the surviving components after a component fails within the system. In this paper, we assume the load share rule is unknown and derive methods for statistical inference on load-share parameters based on maximum likelihood. Components with (individual) constant failure rates are observed in two environments: (1) the system load is distributed evenly among the working components, and (2) we assume only the load for each working component increases when other components in the system fail. Tests for these special load-share models are investigated.     

A look at an interactive classroom-based drug abuse prevention program: interactive contents and suggestions for research

Interactivity has been shown to be a critical element of effective drug abuse prevention programs. This study examined the contents of Project Towards No Drug Abuse, a program that has revealed strong effects only when delivered in a highly interactive version. Types of teacher and student interactive messages were identified. It is speculated that explicit action on the part of the teacher to have students make statements and ask questions of one another may be the essence of effective drug education program delivery. Suggestions for future research on interactivity were made.