A qualitative assessment of disability friendly water and sanitation facilities in primary schools,Rumphi, Malawi

Students with disabilities commonly face barriers when accessing water and using sanitation and hygiene facilities at school. International frameworks have prompted governments to enact local policies that enshrine these rights, guarantee equitable access to education and mandate inclusive infrastructure. This research was designed to explore whether Malawi has translated good policies into practice. Data were gathered in Rumphi district, Malawi, through structured field observations in ten schools and interviews with students with a disability (n?=?23), teachers (n?=?11) and government stakeholders (n?=?2). No school had facilities that fully meet the needs of students with disabilities, and private schools were not necessarily better. The cost of bringing existing infrastructure up to standard was on average MK54 000 (US$78). However, proactive consultation with children with a disability is likely to generate alternative low-cost short-term solutions. Increased government support, budgeting and enforcement is necessary to ensure international standards and national policies are met.     

Why so Serious? Theorising Playful Model-Driven Group Decision Support with Situated Affectivity

An integrative approach to theorising behavioural, affective and cognitive processes in model-driven group decision support (GDS) interventions is needed to gain insight into the (micro-)processes by which outcomes are accomplished. This paper proposes that the theoretical lens of situated affectivity, grounded in recent extensions of scaffolded mind models, is suitable to understand the performativity of affective micro-processes in model-driven GDS interventions. An illustrative vignette of a humorous micro-moment in a group decision workshop is presented to reveal the performativity of extended affective scaffolding processes for group decision development. The lens of situated affectivity constitutes a novel approach for the study of interventionist practice in the context of group decision making (and negotiation). An outlook with opportunities for future research is offered to facilitate an integrated approach to the study of cognitive–affective and behavioural micro-processes in model-driven GDS interventions.     

Hypothetical extractions from a global perspective

ABSTRACT

The hypothetical extraction method (HEM) has been widely used to measure interindustry linkages and the importance of industries. HEM considers the hypothetical situation in which a certain industry is no longer operational. HEM was developed for national economies, using national input–output tables. When performing HEM, it is assumed (often implicitly) that the input requirements that were originally provided by the extracted industry are met by additional imports in the post-extraction situation. Applying HEM to global multiregional input–output tables then causes serious problems. It is no longer sufficient to assume that the required inputs are imported. Instead, it is necessary to indicate explicitly how much is imported from each origin to replace the original inputs. Our adaptation of HEM is the global extraction method (GEM). As an illustration, GEM is applied to the extraction of the motor vehicle industry in China, the US, and Germany, using the 2014 WIOD input–output table.     

Reviews

“URBAN ECONOMIC CHANGE” Victor A. Hausner and members of the ESRC Inner Cities Research Programme, 1987: Urban Economic Change: Five City Studies. Clarendon Press, Oxford, £25.00.

“ECONOMIC DEVELOPMENT POLICY” Robinson, F., Wren, C. and Goddard, J., 1987: Economic Development Policies-An Evaluative Study of the Newcastle Metropolitan Region. Oxford: Clarendon Press, £8.95 paper.

'URBAN REGENERATION ISSUES” London Strategic Policy Unit, 1987: Land for Industry: The need for industrial land in London until 1990. London: LSPU, no price stated.

Department of the Environment, 1987: Re-using Redundant Buildings: Case Studies of Good Practice in Urban Regeneration. HMSO £11.95.

Department of the Environment, 1987: Managing Workspaces: Case Studies of Good Practice in Urban Regeneration. HMSO £11.95.

Department of the Environment, 1987: Greening Crty Sites: Case Studies in Good Practice in Urban Re-generation. HMSO £11.95.

“VIEWS FROM THE DISTRICTS” Association of District Councils, 1987: A Blueprint for Urban Areas, Volumes 1 and 2. London: £12.00.

Association of District Councils, 1987: Economic Development Initiatives and Innovations: Best Practice Paper No. 6 (Revised). London: £4.00.     

Large lot zoning and subdivision costs: A test

This paper tests two hypotheses: (1) that large lot zoning is a binding constraint on the residential land market and (2) that subdivision costs are inversely related to lot size. The paper shows that, in general, the two hypotheses are not mutually exclusive but that they can be distinguished in the case of a test conducted across tracts of unsubdivided vacant land. A hedonic price model for vacant land is developed and then estimated using disaggregate data from a New York City suburb.     

A Final Appraisal of ‘Bridlington’? An Evaluation of TUC Disputes Committee Decisions 1974–1991

Abstract : This paper reviews decisions of TUC Disputes Committees from 1974 to 1991. It considers whether the rather different conclusions of studies of earlier periods are still valid and assesses the effectiveness of 'Bridlington' in resolving disputes over new issues, in particular 'single-union deals'. It concludes that there is still a role for a voluntary disputes resolution mechanism of this kind, although recent experience has shown that it has its [imitations. TUC-affiliated unions will therefore lose a useful mechanism for promoting the efficient use of their resources if the 1993 change in the law leads to Bridlington being abandoned.     

When teams can't decide. Are stalemates on your leadership team making you a dictator by default? Stop blaming your people--start fixing the process

Leadership teams that can't reach consensus wait for the CEO to make the final call--and often are disappointed by the outcome. Frisch calls this phenomenon the dictator-by-default syndrome. Many companies turn to team-building and communication exercises to try to fix the situation. But that won't work, the author argues, because the trouble is not with the people, it's with the decision-making process. Attempting to arrive at a collective preference on the basis of individual opinions is inherently problematic. Once leadership teams realize that voting-system mathematics are the culprit, they can stop wasting time on irrelevant psychological exercises and instead adopt practical measures designed to break the impasse. They must begin by acknowledging the problem and understanding what causes it. When more than two options are on the table, the scene is set for the CEO to become a dictator by default. Even yes-or-no choices present difficulties, because they always include a third, implied alternative: "Neither of the above." When the CEO and the team understand why they have trouble making decisions, they can adopt the following tactics to minimize dysfunction: Clearly articulate the desired outcome, generate a range of options for achieving it, test "fences" (which can be moved) and "walls" (which cannot), surface preferences early, state each option's pros and cons, and devise new options that preserve the best features of existing ones, Teams using such tactics need to adhere to two ground rules. First, they must deliberate confidentially, because a secure climate for conversation allows members to float trial balloons and cut deals. And second, members must be given enough time to study their options and assess the counterarguments. Only then can they achieve genuine alignment.     

Upstairs Market for Principal and Agency Trades: Analysis of Adverse Information and Price Effects

This paper directly tests the hypothesis that upstairs intermediation lowers adverse selection cost. We find upstairs market makers effectively screen out information-motivated orders and execute large liquidity-motivated orders at a lower cost than the downstairs market. Upstairs markets do not cannibalize or free ride off the downstairs market. In one-quarter of the trades, the upstairs market offers price improvement over the limit orders available in the consolidated limit order book. Trades are more likely to be executed upstairs at times when liquidity is lower in the downstairs market.