Seymour Martin Lipset: The social uses of anomaly

Let me preface my remarks by saying that we are here to honor a living, breathing colleague. My great concern, and in this I am sure that I speak for my colleagues as well, is that any imputation of a postmortem be avoided. Indeed, I would like to believe that Marty will review these various contributions and make his own assessments-critical or approvingly. The fact that he is not present in this conference hall should not deter us from speaking frankly and forthrightly. Marty merits nothing less. What binds us all is the sure knowledge that the work of Lipset speaks to us in personal as well as professional ways. That he has touched so many of us in both the private and public realms is itself a testimonial of the magnitude of his contribution to the field of political sociology. So it is in that spirit of a collégial dialogue that I offer these remarks. Let us hope that a year from now a session of one person can be held, at which S. M. Lipset will provide rebuttals and responses to those of us herein gathered. His most recent work in the field is Behemoth: Main Currents in the History and Theory of Political Sociology. The two major sources for traching the written works of Seymour Lipset are contained in Reexamining Democracy: Essays in Honor of Seymour Martin Lipset, edited by Gary Marx and Martin Diamond. Newberry Park, California: Sage Publishers. 1992, especially pp. 332–355. For work done by Lipset after 1991; as embodied in his later work, see Lipset's essay on “Steady Work: An Academic Memoir,” Annual Review of Socialogy: Greenwich, CT: JAI Press, 1996, pp. 1–27. My reference to works mentioned in the narrative can be found in either of these bibliography sources.     

Socialist utopias and scientific socialists: Primary fanaticisms and secondary contradictions

Early utopias envisioning a perfect order were superseded by small-scale versions in utopian communities. Scientific socialism then held that utopian socialism was doomed to failure in a hostile capitalistic world. As the Soviet experience elicited anti-utopias, utopianism has been unable to resolve its own contradictions in an imperfect world. This tragic outcome is an opportunity for sociology in its study of human interactions to analyze both the possibilities and the inherent limitations of proposed social systems. By monitoring the rich variety of social experience, it may help to restrain some of the fanaticisms that now surround us.These remarks were presented at the 1988 annual meetings of the Eastern Sociological Society in Philadelphia, March 1988.     

Economics of Radiation Protection: Equity Considerations

In order to implement cost-benefit analysis of protective actions to reduce radiological exposures, one needs to attribute a monetary value to the avoided exposure. Recently, the International Commission on Radiological Protection has stressed the need to take into consideration not only the collective exposure to ionising radiation but also its dispersion in the population. In this paper, by using some well known and some recent results in the economics of uncertainty, we discuss how to integrate these recommendations in the valuation of the benefit of protection.     

Three pseudo-paradoxes in ‘quantum’ decision theory: Apparent effects of observation on probability and utility

In quantum domains, the measurement (or observation) of one of a pair of complementary variables introduces an unavoidable uncertainty in the value of that variable's complement. Such uncertainties are negligible in Newtonian worlds, where observations can be made without appreciably disturbing the observed system. Hence, one would not expect that an observation of a non-quantum probabilistic outcome could affect a probability distribution over subsequently possible states, in a way that would conflict with classical probability calculations. This paper examines three problems in which observations appear to affect the probabilities and expected utilities of subsequent outcomes, in ways which may appear paradoxical. Deeper analysis of these problems reveals that the anomalies arise, not from paradox, but rather from faulty inferences drawn from the observations themselves. Thus the notion of quantum decision theory is disparaged.     

Risk Modeling, Assessment, and Management of Lahar Flow Threat

The 1991 eruption of Mount Pinatubo in the Philippines is considered one of the most violent and destructive volcanic activities in the 20th century. Lahar is the Indonesian term for volcanic ash, and lahar flows resulting from the massive amount of volcanic materials deposited on the mountain's slope posed continued post-eruption threats to the surrounding areas, destroying lives, homes, agricultural products, and infrastructures. Risks of lahar flows were identified immediately after the eruption, with scientific data provided by the Philippine Institute of Volcanology, the U.S. Geological Survey, and other research institutions. However, competing political, economic, and social agendas subordinated the importance of scientific information to policy making. Using systemic risk analysis and management, this article addresses the issues of multiple objectives and the effective integration of scientific techniques into the decision-making process. It provides a modeling framework for identifying, prioritizing, and evaluating policies for managing risk. The major considerations are: (1) applying a holistic approach to risk analysis through hierarchical holographic modeling, (2) applying statistical methods to gain insight into the problem of uncertainty in risk assessment, (3) using multiobjective trade-off analysis to address the issue of multiple decisionmakers and stakeholders in the decision-making process, (4) using the conditional expected value of extreme events to complement and supplement the expected value in quantifying risk, and (5) assessing the impacts of multistage decisions. Numerical examples based on ex post data are formulated to illustrate applications to various problems. The resulting framework from this study can serve as a general baseline model for assessing and managing risks of natural disasters, which the Philippines' lead agency-the National Disaster Coordinating Council (NDCC)-and other related organizations can use for their decision-making processes.     

Improving Risk Management: From Lame Excuses to Principled Practice

The three classic pillars of risk analysis are risk assessment (how big is the risk and how sure can we be?), risk management (what shall we do about it?), and risk communication (what shall we say about it, to whom, when, and how?). We propose two complements as important parts of these three bases: risk attribution (who or what addressable conditions actually caused an accident or loss?) and learning from experience about risk reduction (what works, and how well?). Failures in complex systems usually evoke blame, often with insufficient attention to root causes of failure, including some aspects of the situation, design decisions, or social norms and culture. Focusing on blame, however, can inhibit effective learning, instead eliciting excuses to deflect attention and perceived culpability. Productive understanding of what went wrong, and how to do better, thus requires moving past recrimination and excuses. This article identifies common blame‐shifting “lame excuses” for poor risk management. These generally contribute little to effective improvements and may leave real risks and preventable causes unaddressed. We propose principles from risk and decision sciences and organizational design to improve results. These start with organizational leadership. More specifically, they include: deliberate testing and learning—especially from near‐misses and accident precursors; careful causal analysis of accidents; risk quantification; candid expression of uncertainties about costs and benefits of risk‐reduction options; optimization of tradeoffs between gathering additional information and immediate action; promotion of safety culture; and mindful allocation of people, responsibilities, and resources to reduce risks. We propose that these principles provide sound foundations for improving successful risk management.