front cover of Democracy and Distrust
Democracy and Distrust
A Theory of Judicial Review
John Hart Ely
Harvard University Press, 1981

This powerfully argued appraisal of judicial review may change the face of American law. Written for layman and scholar alike, the book addresses one of the most important issues facing Americans today: within what guidelines shall the Supreme Court apply the strictures of the Constitution to the complexities of modern life?

Until now legal experts have proposed two basic approaches to the Constitution. The first, “interpretivism,” maintains that we should stick as closely as possible to what is explicit in the document itself. The second, predominant in recent academic theorizing, argues that the courts should be guided by what they see as the fundamental values of American society. John Hart Ely demonstrates that both of these approaches are inherently incomplete and inadequate. Democracy and Distrust sets forth a new and persuasive basis for determining the role of the Supreme Court today.

Ely’s proposal is centered on the view that the Court should devote itself to assuring majority governance while protecting minority rights. “The Constitution,” he writes, “has proceeded from the sensible assumption that an effective majority will not unreasonably threaten its own rights, and has sought to assure that such a majority not systematically treat others less well than it treats itself. It has done so by structuring decision processes at all levels in an attempt to ensure, first, that everyone’s interests will be represented when decisions are made, and second, that the application of those decisions will not be manipulated so as to reintroduce in practice the sort of discrimination that is impermissible in theory.”

Thus, Ely’s emphasis is on the procedural side of due process, on the preservation of governmental structure rather than on the recognition of elusive social values. At the same time, his approach is free of interpretivism’s rigidity because it is fully responsive to the changing wishes of a popular majority. Consequently, his book will have a profound impact on legal opinion at all levels—from experts in constitutional law, to lawyers with general practices, to concerned citizens watching the bewildering changes in American law.

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Distrust
Russell Hardin
Russell Sage Foundation, 2004
If trust is sometimes the rational response in interpersonal relations, then it can also be rational to distrust. Indeed, distrust is the preferred response when it protects against harm—as when parents do not entrust the safety of their child to a disreputable caretaker. Liberal political theory was largely founded on distrust of government, and the assumption that government cannot and should not be trusted led the framers of the U.S. constitution to establish a set of institutions explicitly designed to limit government power. With contributions from political science, anthropology, economics, psychology, and philosophy, Distrust examines the complex workings of trust and distrust in personal relationships, groups, and international settings. Edna Ullman-Margalit succinctly defines distrust as the negation of trust, and examines the neutral state between the two responses in interpersonal relations. As Margalit points out, people typically defer judgment—while remaining mildly wary of another's intentions—until specific grounds for trust or distrust become evident. In relations between nations, misplaced trust can lead to grievous harm, so nations may be inclined to act as though they distrust other nations more than they actually do. Editor Russell Hardin observes that the United States and the former Soviet Union secured a kind of institutionalized distrust—through the development of the nuclear deterrent system—that stabilized the relationship between the two countries for four decades. In another realm where distrust plays a prominent role, Margaret Levi, Matthew Moe, and Theresa Buckley show that since the National Labor Relations Board has not been able to overcome distrust between labor unions and employers, it strives to equalize the power held by each group in negotiations. Recapitulating liberal concerns about state power, Patrick Troy argues that citizen distrust keeps government regulation under scrutiny and is more beneficial to the public than unconditional trust. Despite the diversity of contexts examined, the contributors reach remarkably similar conclusions about the important role of trust and distrust in relations between individuals, nations, and citizens and their governments. Distrust makes a significant contribution to the growing field of trust studies and provides a useful guide for further research. A Volume in the Russell Sage Foundation Series on Trust
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Diversity and Distrust
Civic Education in a Multicultural Democracy
Stephen Macedo
Harvard University Press, 2003

What should the aims of education policy be in the United States and other culturally diverse democracies? Should the foremost aim be to allow the flourishing of social and religious diversity? Or is it more important to foster shared political values and civic virtues?

Stephen Macedo believes that diversity should usually, but not always, be highly valued. We must remember, he insists, that many forms of social and religious diversity are at odds with basic commitments to liberty, equality, and civic flourishing. Liberalism has an important but neglected civic dimension, he argues, and liberal democrats must take care to promote not only well-ordered institutions but also well-ordered citizens. Macedo shows that this responsibility is incompatible with a neutral or hands-off stance toward diversity in general or toward the education of children in particular. Extending the ideas of John Rawls, he defends a "civic liberalism" that supports the legitimacy of reasonable efforts to inculcate shared political virtues while leaving many larger questions of meaning and value to private communities.

Macedo's tough-minded liberal agenda for civic education offers a fundamental challenge to free market libertarians, the religious right, parental rights activists, postmodernists, and many of those who call themselves multiculturalists. This book will become an important resource in the debate about the reform of public education, and in the culture war over the future of liberalism.

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Lone Pursuit
Distrust and Defensive Individualism Among the Black Poor
Sandra Susan Smith
Russell Sage Foundation, 2007
Unemployment among black Americans is twice that of whites. Myriad theories have been put forward to explain the persistent employment gap between blacks and whites in the U.S. Structural theorists point to factors such as employer discrimination and the decline of urban manufacturing. Other researchers argue that African-American residents living in urban neighborhoods of concentrated poverty lack social networks that can connect them to employers. Still others believe that African-American culture fosters attitudes of defeatism and resistance to work. In Lone Pursuit, sociologist Sandra Susan Smith cuts through this thicket of competing explanations to examine the actual process of job searching in depth. Lone Pursuit reveals that unemployed African Americans living in the inner city are being let down by jobholding peers and government agencies who could help them find work, but choose not to. Lone Pursuit is a pioneering ethnographic study of the experiences of low-skilled, black urban residents in Michigan as both jobseekers and jobholders. Smith surveyed 105 African-American men and women between the ages of 20 and 40, each of whom had no more than a high school diploma. She finds that mutual distrust thwarts cooperation between jobseekers and jobholders. Jobseekers do not lack social capital per se, but are often unable to make use of the network ties they have. Most jobholders express reluctance about referring their friends and relatives for jobs, fearful of jeopardizing their own reputations with employers. Rather than finding a culture of dependency, Smith discovered that her underprivileged subjects engage in a discourse of individualism. To justify denying assistance to their friends and relatives, jobholders characterize their unemployed peers as lacking in motivation and stress the importance of individual responsibility. As a result, many jobseekers, wary of being demeaned for their needy condition, hesitate to seek referrals from their peers. In a low-skill labor market where employers rely heavily on personal referrals, this go-it-alone approach is profoundly self-defeating. In her observations of a state job center, Smith finds similar distrust and non-cooperation between jobseekers and center staff members, who assume that young black men are unwilling to make an effort to find work. As private contractors hired by the state, the job center also seeks to meet performance quotas by screening out the riskiest prospects—black male and female jobseekers who face the biggest obstacles to employment and thus need the most help. The problem of chronic black joblessness has resisted both the concerted efforts of policymakers and the proliferation of theories offered by researchers. By examining the roots of the African-American unemployment crisis from the vantage point of the everyday job-searching experiences of the urban poor, Lone Pursuit provides a novel answer to this decades-old puzzle.
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Trust and Distrust In Organizations
Dilemmas and Approaches
Roderick M. Kramer
Russell Sage Foundation, 2004
The effective functioning of a democratic society—including social, business, and political interactions—largely depends on trust. Yet trust remains a fragile and elusive resource in many of the organizations that make up society's building blocks. In their timely volume, Trust and Distrust in Organizations, editors Roderick M. Kramer and Karen S. Cook have compiled the most important research on trust in organizations, illuminating the complex nature of how trust develops, functions, and often is thwarted in organizational settings. With contributions from social psychologists, sociologists, political scientists, economists, and organizational theorists, the volume examines trust and distrust within a variety of settings—from employer-employee and doctor-patient relationships, to geographically dispersed work teams and virtual teams on the internet. Trust and Distrust in Organizations opens with an in-depth examination of hierarchical relationships to determine how trust is established and maintained between people with unequal power. Kurt Dirks and Daniel Skarlicki find that trust between leaders and their followers is established when people perceive a shared background or identity and interact well with their leader. After trust is established, people are willing to assume greater risks and to work harder. In part II, the contributors focus on trust between people in teams and networks. Roxanne Zolin and Pamela Hinds discover that trust is more easily established in geographically dispersed teams when they are able to meet face-to-face initially. Trust and Distrust in Organizations moves on to an examination of how people create and foster trust and of the effects of power and betrayal on trust. Kimberly Elsbach reports that managers achieve trust by demonstrating concern, maintaining open communication, and behaving consistently. The final chapter by Roderick Kramer and Dana Gavrieli includes recently declassified data from secret conversations between President Lyndon Johnson and his advisors that provide a rich window into a leader's struggles with problems of trust and distrust in his administration. Broad in scope, Trust and Distrust in Organizations provides a captivating and insightful look at trust, power, and betrayal, and is essential reading for anyone wishing to understand the underpinnings of trust within a relationship or an organization. A Volume in the Russell Sage Foundation Series on Trust
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Waste is a Terrible Thing to Mind
Risk, Radiation, and Distrust of Government
Weingart, John
Rutgers University Press, 2007

It is an unenviable task, but one that all state governments face: finding a final “resting place” for low-level nuclear waste from power plants, hospitals, university laboratories, and other industries. John Weingart was the official in New Jersey who for many years led this onerous charge. This book is the story of how he and a commission appointed by the governor, instead of imposing a top-down solution, designed an approach that would confront public fears by seeking a community that would volunteer to host a disposal facility. Initially, this novel approach was surprisingly successful, as leaders in a dozen municipalities stepped forward to say they might be interested. Once their interest became known, however, the process in each town derailed. Residents demanded assurances of zero-percent risk and expressed profound distrust of government assertions and promises.

Waste Is a Terrible Thing to Mind is a compelling, suspenseful, and amusing insider’s account of New Jersey policy and politics, but it is also a larger saga of the challenges facing society in the post–9/11 era when the public’s distrust of government is increasing at the same time that its sensitivity to health and safety threats is heightened.

For more information, see:
http://wasteisaterriblethingtomind.com/

"Written with a wry sense of humor, it is a pleasure to read and could provide the blueprint for future efforts to find locations for controversial land uses."
- Marie Curtis, Executive Director, New Jersey Environmental Lobby

"A penetrating look at one state's struggle with radioactive waste ... offering some tantalizing reflections on the public understanding of science and how we, in a democratic society, deal with complexity and uncertainty."
- Jay Kaufman, State Senator, Massachusetts State Legislature

"A provocative story, laced with humor, demonstrates how public distrust of government can make it impotent. It should be read by anyone working on public policy issues, especially planning, growth, and the environment."
- Harriet Keyserling, Former Energy Committee Chair, South Carolina State Legislature

"Readers interested in environmental policy, land use and how governments make decisions will learn much from this fine reflective insider's account. It's also a primer on how to survive and thrive in state government."
- David N. Kinsey, Visiting Professor, Woodrow Wilson School Princeton University

"... a fascinating case study of how a government agency creatively tried to solve an intractable public issue. Although the agency failed in its quest to recruit a town to host a low-level radioactive waste site, Weingart's detailed and often humorous narrative of the agency's efforts is a clear winner."
- Jack Sabatino, Judge, New Jersey Superior Court

"... a very engaging and sometimes discouraging case study about the pitfalls and perils of trying to site a controversial facility the right way."
- Gregg Larson, Administrator, Center for Biometric Research, University of Minnesota

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