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This book makes the case for 'ordinary' people to get the health and social care which the state has promised them for over 60 years but which has not been delivered. What is the case for choice? How can choice be made real for the individual? What impact can genuine, individually financially-empowered choice have on effective funding, purchasing, delivery, and outcomes? How can a genuine market grow and thrive? How can the quest for choice include the large numbers of NHS and social care staff on whom success depends? The book urges individual financial empowerment, through a life-long health savings account for all NHS and social services.
"51 Imperfect Solutions told stories about specific state and federal individual constitutional rights, and explained two benefits of American federalism: how two sources of constitutional protection for liberty and property rights could be valuable to individual freedom and how the state courts could be useful laboratories of innovation when it comes to the development of national constitutional rights. This book tells the other half of the story. Instead of focusing on state constitutional individual rights, this book takes on state constitutional structure. Everything in law and politics, including individual rights, comes back to divisions of power and the evergreen question: Who decides? The goal of this book is to tell the structure side of the story and to identify the shifting balances of power revealed when one accounts for American constitutional law as opposed to just federal constitutional law. The book contains three main parts-on the judicial, executive, and legislative branches-as well as stand-alone chapters on home-rule issues raised by local governments and the benefits and burdens raised by the ease of amending state constitutions. A theme in the book is the increasingly stark divide between the ever-more democratic nature of state governments and the ever-less democratic nature of the federal government over time"--
Throughout the contest for the 2008 Democratic presidential nomination, politicians and voters alike worried that the outcome might depend on the preferences of unelected superdelegates. This concern threw into relief the prevailing notion that—such unusually competitive cases notwithstanding—people, rather than parties, should and do control presidential nominations. But for the past several decades, The Party Decides shows, unelected insiders in both major parties have effectively selected candidates long before citizens reached the ballot box. Tracing the evolution of presidential nominations since the 1790s, this volume demonstrates how party insiders have sought since America’s founding to control nominations as a means of getting what they want from government. Contrary to the common view that the party reforms of the 1970s gave voters more power, the authors contend that the most consequential contests remain the candidates’ fights for prominent endorsements and the support of various interest groups and state party leaders. These invisible primaries produce frontrunners long before most voters start paying attention, profoundly influencing final election outcomes and investing parties with far more nominating power than is generally recognized.
Who Decides Who Becomes a Teacher? extends the discussions and critiques of neoliberalism in education by examining the potential for Schools of Teacher Education to contest policies that are typical in K-12 schooling. Drawing on a case study of faculty collaboration, this edited volume reimagines teacher preparation programs as crucial sites of resistance to, and refusal of, unsound education practices and legislation. This volume also reveals by example how education faculty can engage in collaborative scholarly work to investigate the anticipated and unanticipated effects of policy initiatives on teaching and learning.
Many Voices One Song is a detailed manual for implementing sociocracy, an egalitarian form of governance also known as dynamic governance. The book includes step-by-step descriptions for structuring organizations, making decisions by consent, and generating feedback. The content is illustrated by diagrams, examples and stories from the field.
Throughout history, men and women have always found ways to control reproduction. In some ancient societies, people turned to herbs or traditional rituals. Others turned to methods that are still used in the twenty-first century, such as abstinence, condoms, and abortions. Legislating access to birth control, sex education, and abortion is also not new. In 1873 the US Congress made it illegal to mail 'obscene, lewd, or lascivious materials'—including any object designed for contraception or to induce abortion. In some states in the 1900s, it was illegal for Americans to possess, sell, advertise, or even speak about methods of controlling pregnancy. At the beginning of the twentieth century, Margaret Sanger, Mary Ware Dennett, and others began to defy these laws and advocate for the legalization of birth control and for better women's reproductive healthcare. By 1960 doctors had developed the Pill, but it wasn't until 1972 that all US citizens had legal access to birth control. And in the landmark decision Roe v Wade (1973), the US Supreme Court ruled that women had a constitutional right to terminate a pregnancy. Disputes over contraception, sex education, and abortion continue to roil the nation, leading to controversial legal and political rulings and occasionally violence. As society changes—and as new reproductive technologies expand the possibilities for controlling and initiating pregnancy—Americans will continue to debate reproductive rights for all.
Of the nearly five thousand cases presented to the Supreme Court each year, less than 5 percent are granted review. How the Court sets its agenda, therefore, is perhaps as important as how it decides cases. H. W. Perry, Jr., takes the first hard look at the internal workings of the Supreme Court, illuminating its agenda-setting policies, procedures, and priorities as never before. He conveys a wealth of new information in clear prose and integrates insights he gathered in unprecedented interviews with five justices. For this unique study Perry also interviewed four U.S. solicitors general, several deputy solicitors general, seven judges on the D.C. Circuit Court of Appeals, and sixty-four former Supreme Court law clerks. The clerks and justices spoke frankly with Perry, and his skillful analysis of their responses is the mainspring of this book. His engaging report demystifies the Court, bringing it vividly to life for general readers--as well as political scientists and a wide spectrum of readers throughout the legal profession. Perry not only provides previously unpublished information on how the Court operates but also gives us a new way of thinking about the institution. Among his contributions is a decision-making model that is more convincing and persuasive than the standard model for explaining judicial behavior.
Who Lives, Who Dies, Who Decides? looks at several of the most contentious issues in many societies. The book asks, whose rights are protected? How do these rights and protections change over time, and who makes those decisions? This book explores the fundamentally sociological processes which underlie the quest for morality and justice in human societies. The author sheds light on the social movements and social processes at the root of these seemingly personal moral questions. The third edition contains a new chapter on torture entitled, "Taking Life and Inflicting Suffering."
The first book to use the unexpected discoveries of neuroscience to help us make the best decisions Since Plato, philosophers have described the decision-making process as either rational or emotional: we carefully deliberate, or we “blink” and go with our gut. But as scientists break open the mind’s black box with the latest tools of neuroscience, they’re discovering that this is not how the mind works. Our best decisions are a finely tuned blend of both feeling and reason—and the precise mix depends on the situation. When buying a house, for example, it’s best to let our unconscious mull over the many variables. But when we’re picking a stock, intuition often leads us astray. The trick is to determine when to use the different parts of the brain, and to do this, we need to think harder (and smarter) about how we think. Jonah Lehrer arms us with the tools we need, drawing on cutting-edge research as well as the real-world experiences of a wide range of “deciders”—from airplane pilots and hedge fund investors to serial killers and poker players. Lehrer shows how people are taking advantage of the new science to make better television shows, win more football games, and improve military intelligence. His goal is to answer two questions that are of interest to just about anyone, from CEOs to firefighters: How does the human mind make decisions? And how can we make those decisions better?
-Identify your critical decisions. Focus on those that matter most to your company's performance. --