Texte remanié de: Diss. Ph. D.--University of Virginia. / Bibliogr. p 196-217. Index.

Texte remanié de: Th.--Sci. polit.--Paris--Institut d'études politiques, 1996. / Bibliogr. p. 303-309. Index.

<p>Freireian Approach to International Peacebuilding and Development: An in Depth Case Study ABSTRACT Paulo Freire, in his seminal work, Pedagogy of the Oppressed, counters the antidiological and destructive tendencies of the elite with concepts focused on humanist action. With a Freireian approach to International Peacebuilding and Development, engagement and dialogue at a grassroots level has the potential to create an environment of empowerment for individuals and communities, ultimately leading to positive change and increased equality. By implemented Freireian concepts and models, practitioners have the opportunity to combat what Freire calls ?false generosity?. The integration of Freireian ideals would not only give a voice to the targeted population or region, but it would also combat the North-South divide mentality that is ingrained in the interactions of stakeholders at all levels. Whether applied to a macro scale, such as a government and its people or a micro scale, like the concept of peace education and the democratic relationship between teachers and students, a Freireian lens allows the struggle toward personhood and liberation to be framed in critical thought, praxeological dialogue, and conscientization. The setting from which creativity, liberty, and positive peace are realized is fed by these principals and helps overcome antidiolagical action intended to snuff out the solidarity of a united group of revolutionaries. Teachers stand on a unique platform to engage with youth in the developing world through classroom experiences, and praxeological learning opportunities. Teacher training programs based in the United States uphold a unique interaction through development efforts in the education sector worldwide. While some enable an antidiological approach to international interactions, others have encouraged positive and constructive training and implementation to help combat false generosity. Through responsible and sustainable projects, practitioners have the opportunity to stand in solidarity, creating an environment where awareness is raised, change is possible and positive peace can not only develop, but also flourish among the ?radical? dialogue of those fighting for a more equal and less exploitive world. Through an in depth case study of a Freireian framed teacher training program implemented in Haiti, the practices, attitudes, and outcomes of practitioners and stakeholders will be analyzed and evaluated, ultimately shedding light on the effects of a Freireian approach to development.

Why do global governance organizations enter some economic sectors but not others? A simple model of material incentives suggests that similar organizations should make similar choices. Yet in the empirical realm of jewelry industry governance, similar organizations diverge in their response to artisanal and small-scale gold mining: certification organizations Fairtrade International and the Alliance for Responsible Mining have entered the sector, while the Rainforest Alliance has stayed out. To explain this puzzle and its implications for human development, the project proceeds in two steps. First, it enriches the simple model by taking a discursive institutional approach that traces the process by which norm entrepreneurs, organizational cultures, and network effects shape the sector entry decisions of organizations. Drawing on interview, document, and hyperlink data, the project argues that the interaction of norm entrepreneurs and organizational culture, more than network effects, explains sector entry decisions in the gold governance case. Second, the project uses the details of the certification standards to conduct a decision analysis that estimates their impact on human development. The analysis finds that certification organizations are likely to increase a miner’s income by 41%-79% over the status quo, which may lift some, though not all, miners out of poverty. It further finds that degree of environmental protection as well as which organization is best at providing it depends on the gold price and the governance context. At prices below $26,666, the Alliance is best and competition creates better or equal outcomes than monopolies. At prices above $26,666, however, Fairtrade is best, and competition creates perverse incentives for pollution reduction. This surprising finding suggests that in the realm of global governance, there can be too much of a good thing. The project argues that governance without governments can foster human development, but that better outcomes are possible in the gold mining case. It concludes by recommending that certification organizations do three things to maximize their positive impacts: 1) prevent de-certification, 2) cooperate rather than compete, and 3) aim to be irrelevant, because mining should be a transitory, not permanent, developing country livelihood.

Thesis (Ed.M.)--Boston University

Thesis (M.S.)--Boston University

M.A. / Whether you are an independent bottler of Coca-Cola or whether you are with the CocaCola Company, employees who make and sell Coca-Cola have a passion for the brand unequalled to any other brand in the world. During the troubled years leading up the 1994 watershed elections in South Africa, some of the 'magic' that is Coca-Cola was lost to employees at ABI. In stead of passion in their step to make it possible for consumers to enjoy moments of refreshment, distrust and polarisation amongst people in the organisation robbed every one of the advantages of building a 'world-class' organisation. Pressing 'world class' ahead of other organisations in South Africa required courage and determination from both management and union. Passion for the customer had to be reintroduced and passion for people in the organisation had to match a re-kindling of passion for the brand. Although there is still a long journey ahead for ABI towards becoming 'world-class', the first steps of creating a vision, setting long-term strategies and clear objectives have been taken. People in the business have rallied around their own set of values and ethics - because they created them and have learnt that the best way to tap the potential of all in the business is to grow the future together. Working together towards a clear vision and having jointly agreed business purpose is putting the fun back into Coca-Cola for all at ABI and is, once again, creating wealth for it's shareholders.

Depuis plusieurs années, les efforts du gouvernement rwandais se sont orientés vers le développement de toutes les couches de la population. Ces orientations apparaissent tant dans les plans quinquennaux de développement que dans les différents discours du Chef de l'Etat. La commune, l'échelon administratif le plus rapproché de la population fut baptisée "cellule de base" du développement du pays. Ainsi, du développement de chacune des communes dépendra le développement de toute la nation. Toutefois, les ressources matérielles et financières ne sont pas suffisantes pour assurer ce développement. Nous pensons alors qu'un accent mis sur la bonne utilisation des ressources humaines pourrait pallier à cette insuffisance. Notre travail consiste ainsi à identifier les facteurs liés à une bonne gestion des ressources humaines et sur lesquels il faudrait jouer pour améliorer le rendement de l'employé. La littérature nous a permis de conclure que les employés seront d'autant plus productifs qu'ils seront satisfaits dans leur milieu de travail. Cela nous a conduit à dégager les éléments susceptibles d'influencer la satisfaction des employés au travail. De toute une panoplie de facteurs mentionnés par différents chercheurs, nous avons retenu ceux sur lesquels la plupart des auteurs s'accordent. Il s'agit de: ? l'existence d'une tâche spécifique pour chaque employé ? la façon dont le travail est organisé ? l'existence des critères définis de recrutement des employés ? la planification au travail ? l'existence des programmes de formations ? le style de direction participatif ? la reconnaissance des réalisations des employés ? la considération positive pour l'employé l'autonomie au travail ? la sécurité d'emploi ? le système de rémunération équitable ? les relations interpersonnelles ? les conditions de travail ? la communication et le dialogue entre les dirigés et les dirigeants. Un questionnaire construit en fonction des variables ci-haut mentionnées fut administré à quelque 248 employés d'une quinzaine de communes rwandaises. L'analyse des résultats a permis d'identifier parmi les variables de l'étude, celles qui influeraient significativement sur le dynamisme du personnel communal. Les variables retenues et à l'aide desquelles un "modèle de gestion du personnel communal" fut élaboré sont: la planification, les relations interpersonnelles, la communication et le dialogue entre les dirigés et les dirigeants, le style de direction participatif (la participation des employés), la reconnaissance des réalisations des employés, la rémunération équitable et proportionnelle aux efforts fournis. Nous concluons que pour une bonne utilisation du personnel communal rwandais, un accent particulièrement mis sur ces six variables permettrait un développement plus harmonieux de la commune.

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Since the end of Cold War there has been an increase in the number internal conflicts and with it a corresponding rise in the number of third party interventions. Third parties, motivated by humanitarian concerns and spillover effects, have sought to create stable conditions for the termination of internal conflicts and the reconstruction of shattered societies. The disarmament of combatants has emerged as a leading practice. Disarmament is based on the arrestingly simple logic that the elimination of weapons removes the means by which combatants fight, thereby forcing them to commit to peace. Despite this emergent practice, however, belligerents consistently retain, and, in some cases, acquire weapons, even after signing peace agreements. Proponents of disarmament tend to view the retention of weapons as evidence of spoiling, yet disarmament leaves actors with little recourse in the likely event that a peace process collapses and conflict resumes. I argue that actors often retain weapons because the risk of violent reversal remains high even after the signing of a peace agreement. In the likely event of the breakdown of peace, weapons can be used to help ensure survival of those who retain them. This research explores the role of weapons and disarmament in internal conflicts with reference to both historical (the American War of Independence) and contemporary examples (Israel-Palestine and El Salvador). Though not all are examples of successful peacemaking, weapons played a productive role not only securing combatants, but also by allowing them to make more credible commitments and take greater risks associated with peace. This research reveals a paradox: while weapons provide belligerents with much-needed insurance, allowing them to take risks associated with peacemaking, retaining weapons appears to magnify the likelihood that an agreement will fail. Nevertheless, belligerents have at their disposal various ways to overcome this problem. I conclude by discussing the ways in which third parties may better support such initiatives.