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The collapse of central planning was hailed as evidence of the economic and moral superiority of capitalism over any possible alternative. The essays in this book challenge that claim. The case for more democratic forms of enterprise management is considered from a variety of viewpoints. One chapter deals with the philosophical justification for enterprise democracy. The remaining chapters are devoted to the question of efficiency, which has been central to economic debates about ownership and control. The orthodox belief amongst economists is that any shift to more democratic forms of enterprise control would be unworkable. The essays in this book provide a thorough theoretical and empirical critique of this orthodoxy.

Since the 2010 Deepwater Horizon blowout and oil spill, efforts to improve safety in the offshore oil industry have resulted in the adoption of new technological controls, increased promotion of safety culture, and the adoption of new data collection systems to improve both safety and performance. As an essential element of a positive safety culture, operators and regulators are increasingly integrating strategies that empower workers to participate in process safety decisions that reduce hazards and improve safety. While the human factors of personal safety have been widely studied and widely adopted in many high-risk industries, process safety - the application of engineering, design, and operative practices to address major hazard concerns - is less well understood from a human factors perspective, particularly in the offshore oil industry. The National Academies of Sciences, Engineering, and Medicine organized a workshop in January 2018 to explore best practices and lessons learned from other high-risk, high-reliability industries for the benefit of the research community and of citizens, industry practitioners, decision makers, and officials addressing safety in the offshore oil industry. This publication summarizes the presentations and discussions from the workshop.

The preemption regime grounded in the National Labor Relations Act (NLRA) is understood to preclude state and local innovation in the field of labor law. Yet preemption doctrine has not put an end to state and local labor lawmaking. While preemption has eliminated traditional forms of labor law in cities and states, it has not prevented state and local reconstruction of the NLRA's rules through what this Article terms \"tripartite lawmaking.\" The dynamic of tripartite lawmaking occurs when government actions in areas of law unrelated to labor — but of significant interest to employers — are exchanged for private agreements through which unions and employers reorder the rules of union organizing and bargaining. These tripartite political exchanges produce organizing and bargaining rules that are markedly different from the ones the federal statute provides but that are nonetheless fully enforceable as a matter of federal law. By describing the phenomenon of tripartite lawmaking, this Article allows for a more complete understanding of the local role in contemporary labor law. But the existence of tripartite lawmaking also reveals important characteristics of federal preemption more generally. In particular, the potential for tripartite lawmaking within the confines of formally preemptive regulatory regimes points to the limits of preemption's ability to allocate regulatory authority among different levels of government and deliver a uniform, national system of law. State and local lawmaking that occurs through the tripartite dynamic also has a number of distinctive features that become visible once we recognize the existence of this form of lawmaking. As this Article suggests, moreover, tripartite lawmaking is likely not limited to the labor context but may occur wherever federal preemption coexists with the possibility for private ordering.

The past six decades have witnessed acceleration in both the number and variety of major administrative reform statutes enacted by Congress. This increase can be explained partly by the increased involvement of Congress, a parallel decrease in activity and resistance by the presidency, and heightened public distrust toward government. At least part of the variation in the tides or philosophies of reform involves a \"field of dreams\" effect in which the creation of new governmental structure during the 1940s, 1950s, and 1960s generated increased interest in process reforms. However, part of the acceleration and variety of reform appears to be related to the lack of hard evidence of what actually works in improving government performance. Measured by federal employees' perceptions of organizational performance, what matters most is not whether organizations were reformed in the past, but whether organizations need reform in the future and can provide essential resources for achieving their mission.

Every job can lead to stress. How people cope with that stress can be influenced by many factors. The Department of Homeland Security (DHS) employs a diverse staff that includes emergency responders, border patrol agents, federal air marshals, and policy analysts. These employees may be exposed to traumatic situations and disturbing information as part of their jobs. DHS is concerned that long-term exposure to stressors may reduce individual resilience, negatively affect employees' well-being, and deteriorate the department's level of operation readiness. To explore DHS workforce resilience, the Institute of Medicine hosted two workshops in September and November 2011. The September workshop focused on DHS's operational and law enforcement personnel, while the November workshop concentrated on DHS policy and program personnel with top secret security clearances. The workshop brought together an array of experts from various fields including resilience research, occupation health psychology, and emergency response. Building a Resilient Workforce: Opportunities for the Department of Homeland Security: Workshop Summary : Defines workforce resilience and its benefits such as increased operational readiness and long-term cost savings for the specified population; Identifies work-related stressors faced by DHS workers, and gaps in current services and programs; Prioritizes key areas of concern; and Identifies innovative and effective worker resilience programs that could potentially serve as models for relevant components of the DHS workforce. The report presents highlights from more than 20 hours of presentations and discussions from the two workshops, as well as the agendas and a complete listing of the speakers, panelists, and planning committee members.

In its landmark Cracker Barrel no-action letter, the SEC staff announced a bright-line rule permitting exclusion of any shareholder proposal pertaining to a company's management of its general workforce, even if focused on a significant social policy issue such as employment discrimination, under the \"ordinary business operations\" exclusion. The SEC reversed Cracker Barrel in 1998, returning to a case-specific approach to determining whether proposals fall under the exclusion. This Note examines 250 no-action letters from the 2015 proxy season and finds evidence indicating that the staff has, contrary to official SEC policy, returned to a rule-like approach to the ordinary business operations exclusion. Normatively, this de facto rulemaking by the staff is problematic when evaluated according to the rules' democratic legitimacy, transparency, or inclusivity. To address these concerns, this Note proposes two solutions. First, the SEC should recast the ordinary business operations exclusion as a \"catalog\" and create mechanisms to ensure that there is adequate public participation in updates to that catalog. Second, the SEC should replace the social policy exception's \"significance\" requirement with a numerical cap on proposals and a standard rooted in corporations' purpose clauses, which would allow for some private ordering. These changes would enhance the exclusion's democratic legitimacy, shine light on the opaque process through which the staff determines excludability, and remove the staff from its uneasy role as social policy censor.

This collection brings together the views of economists, political scientists, and industrial-relations specialists on a major innovation in Canadian industiral relations: joint business-labour sector councils.

This sourcebook is for all who work with others on participatory learning and change. Written in a spirit of critical reflection and serious fun, it provides 21 sets of ideas and options for facilitators, trainers, teachers and presenters, and anyone who organises and manages workshops, courses, classes and other events for sharing and learning ideas. It covers topics such as getting started, seating arrangements, forming groups, managing large numbers, helping each other learn, analysis and feedback, dealing with dominators, evaluation and ending, coping with horrors, and common mistakes. Robert Chambers' other books include Rural Development: Putting the Last First (1983), Challanging the Professions (1993) and Whose Reality Counts? Putting the First Last (1997). Part I: Brief Basics - 21 Dos * 21 Questions when Preparing for Participatory Workshops and Learning * 21 PRA/PLA Behaviours * 21 PRA/PLA Questions to Ask Oneself * Part II: Beginning, Middle and End - 21 Ideas for Getting Started * 21 Energizers * 21 Ideas for Evaluation and Ending * Part III: Messing Up - 21 Mistakes I Make in Workshops * 21 Horrors in Participatory Workshops * 21 Ways to Not Answer a Question * Part IV, Groups, Seating and Size * 21 Ways of Forming Groups * 21 Arrangements for Seating * 21 Ideas for Participatory Workshops with Large Numbers * Part V: Analysis and Learning - 21 of the Best * 21 Ideas and Options for Analysis and Feedback * 21 Ways to Help Each Other Learn * 21 Tips on How to Avoid Lecturing * Part VI: Behaviour and Awareness - 21 Activities for Attitude and Behaviour Awareness and Change * 21 Tips for dealing with Dominators and Helping the Silent Speak * 21 Tips for Surviving Participatory Workshops * 21 Sources of Ideas for Trainers ad Facilitators * References * A Note on Equipment, Materials and Furniture * Subject Index * Index of Activities and Exercises 'A lovely book.' Training Journal 'Excellent ideas, clear and concise.' Shari Howe, Training Specialist, Center for Field Assistance and Applied Research 'Next time you start designing a training programme for a community, take a look at this book first.' TerraGreen 'This delightful little book is...a smorsgabord of very practical activities combined with some lessons from experience for facilitators of participatory workshops.' Janet Hunt, Development Studies Bulletin 'Packed with ideas, many of which you will want to return to over time...this book should be on every teacher or facilitator's bookshelf.' walnutbooks.com 'One word of warning: don't lend this book to a colleague; you'll not see it again.' International Association for Impact Assessment 'The collection is well-organised and very well-written.' British Journal of Educational Technology 'Robert Chmabers has provided us with a truly useful book' Journal of Extension 'written in an enjoyable, easy-to-read manner' Footsteps, TearFund