Cheat Sheet for Strategic Management

M&A & Restructuring Strategies. Merger: Two Firms agree to integrate operations on relatively equal basis(usually 1 dominates another in mkt share/size/asset value) Hostile takeover: (delivers higher shareholder value than friendly acquires)(Preannouncement returns of hostile takeover anticipated with increase in bidder & target's share price). Diversification creates value by using excess resource. Restructuring used to correct with ineffective mergers/acquisitions. M used as means of growth to potentially lead to strategic competitiveness. ?ing ext env affect type of M used. M used cuz of uncertainty in competitive l. )Increase market power due to competitive threat 2)Spread risk due to uncertainty 3)Shift core biz to diff mkts 4)Manage industry & regulatory ? s. –> Increases strategic competitiveness & value. Shareholders of acquired firm earn above avg returns while shareholders of acquiring firm earn ~0 returns. Reflects investors' scepticism of projected synergies. Reaso ns for Acquisition 1)Increased mkt power(horizontal,vertical,related, sbjct to regulatory review & financial mkt analysis)able to sell good/service above competitive levels/costs of its primary or support activities lower than competitors.Buy competitor/supplier/distributer to Increase size, resource & capabilities. Horizontal Acq helps to exploit cost-based & revenue synergies. Better Most effective when integrate assets with acqed firm. Vertical Acqsitions controls additional parts of value chain. (CVS/Caremark)Related acquisitions(acqing firm in related industry). Create value thru synergy by integrating resource & capabilities. 2)Overcome entry barriers. Help gain immediate access to international markets. Higher the barrier, higher chance firm will acquire. )Cross-border acquisitions(made btwn companies with HQs in diff ctys) global M declined in financial crisis. Chinese companies seek horizontal cross-border acqtns of natural resource. India seek access to pdt innovation capa bilities & new br/distribution channels. 4)Cost of new product development & increased speed to mkt. Gain access to new pdts & to current pdts new to firm. Pharmaceutical firms. 5)Lower risk than developing new products. Acquisitions may become a substitute for innovation. Acquisitions shld always be strategic than defensive 6)Increased Diversification.Diff for companies to develop pdts that differ from current lines for mkts in which they lack experience. Acquisition strategies used to support unrelated & related diversification stgies. More related firms are, greater prob acq is successful. Horizontal & related acqs contribute more to strategic competitiveness. Cisco. 7)Avoid excessive competition 8)Reshaping firm's competitive scope(Lessen dependence on specific mkts) 9)Learn & developing new capabilities. Broadens their knowledge base & reduce inertia. Acquire good talent through cross-border acqtns.Seek to acquire diff but related & complementary capabilities to build own knowl edge base. Biological Drugs, AstraZeneca. Problems in achieving Acquisition success Greater success accrues to (select right target, avoid high premium by doing due dilligence, integrate operations,retain human capital to underst& target firm's operations) 1)Integration difficulties (cultures,diff financia & control systems, working relationships, resolve problems of status of acqed firm's executives) 2)Inadequate evaluation of target.Due diligence – Potential acquirer evaluates target firm for acquisition. Done by investment bankers,accountatnts,lawyers,mgmt consultants. Without due dilligence, purchase price is made by pricing of other ‘comparable' acquisitions than rigorous assessment of where,when,how mgmt can drive real perf gains. â€Å"bidding war† 3)Large & Extraordinary debt. Firms increase debt to finance acqtns. E. g. Junk Bonds. High debt increases chance of bankruptcy, downgrading credit rating & firm may divest some assets to relieve burden to remai n solvent. )Inability to achieve Synergy. Assets worth more when used tgt than seperately. Created by efficiences from EOS, EOSC & sharing resources. Private synergy(combining & integrating target firm & acquiring firm's assets yield capabilities & core competencies that couldn't be developed by integrating either firm's assets with another firm. Transaction costs to acquire & create synergies (indirect & direct) 5)Overdiversification Related diversification outperforms unrelated.Related diversification req more info processing, thus being overdiversified with smaller no. of biz units than unrelated. Scope created by over diversification causes mangers to rely on financial than strategic controls. Tendencyfor acquisitions to become substitutes for innovation. 6)Managers over focus on acqusitions Managers need to: search for viable c, complete due dilligence, prepare negotiations & manage integration process, can divert attention. 7)Too large –> Bureaucratic controls, stifling innovation.Effective Acquisitions Complementary Assets/resources(meet current needs to build competitiveness, high synergy & competitive advantage), Friendly acquisitions(lower premiums,faster & effective integration), Due dilligence(overpayment avoided), Maintain Financial slack(Acquired firm has slack, financing is easier/cheaper), Low-moderate debt(lower risk/financing cost),Sustained emphasis on R of acqing firm (maintain LT CA in mkts), Acqing firm is flexible (faster/effective integration for synergy) Restructuring (firm ? s its set of biz or financial structure).Deal with failure of acquisition/? s in ext or int env. Downsizing (reduction in no. of employee/operating units but may change the composition of biz in company portfolio) used when paid too high premium, reduce duplicate functional jobs. Downscoping(divesture,spin-off to eliminate biz unrelated to firm's core biz) Refocus on core biz Leverage Buyouts(party buys all of firm's assets with debt to take firm private). Restructure & sell. Management buyouts, Employee buyouts, whole-firm buy outs(purchase whole than part of firm). MBOs lead to downscoping, strategic focus, improved performance.Downsizing-;reduced labour costs(ST) -; loss of human capital/lower performance(LT). Downscoping-; reduced debt costs/emphasis on strategic controls(ST)-;higher performance(LT). LBOs-;emphasis on strategic controls/high debt cost(ST)-;higher performance/risk[creates ST & risk-averse managerial focus](LT) International StrategyRationale for international diversification is to extend product life cycle. 4 benefits of using international strategy: 1)Increase market size (size of international mkt affect firm's willingness to invest in R&D to build CA in that mkt.Firm prefer to invest more in cty with scientific knowledge&talent to produce value creating product & processes 2)increased EOS & learning (Firm able to exploit core competencies through resource&knowledge sharing btwn units & network partners across bo rders. New learning opportunities. BUT, firms need to have strong R&D system to absorb knowledge) 3)develop CA through location(lower basic cost of gds/services. Gain access to critical supplies/customers. Reduce liability of foreignness if low cultural distance) 4)return on investment (Generate above-avg ROI) International BL Strategies(cost leadership, differentiated, focus, integrated).Determinants of National Advantage: 1)Factors of production. Basic Factors. Advanced Factors(digital comm systems & educated workforce). Generalized factors(highway system/ss of debt capital). Specialized Factors(skilled personnel in specific indsty). 2)Dem& conditions(nature/size of buyer's needs in home market for industry's gds/services) Large mkt sgmt produce dem& to create scaleefficient facilities. 3)Related & Supporting Industries (Italy's leather-processing industry provides leather to produce shoes. Supporting indstry & design services contribute to success of shoe industry.Cameras & copie rs are related industries in Japan) 4)Firm strategy, structure & rivalry(Germany technical training system for continuous product & process improvements. Italy designers. Japan cooperative & competitive systems facilitate cross-functional management of complex assembly operations. US compt btwn computer & software producers increase development). The factors are likely to produce CA when firm develops & implements an appropriate strategy that take advantage of distinct cty factors. International CL Strategy (scope of firm's operations thru pdct & geog diversification) Unilever Multi-domestic Strategy.Decentralized decisions to SBUs. ! less knowledge sharing for firm as a whole =(no economies of scale,costly. Global strategy(centralized control at home office. SBUs interdependent to achieve integration across bizs) EOS. =( forgo growth opp in local mkts. CEMEX Transnational Strategy Flexible Coordination is required-Building shared vision & individual commitment thru integrated netwo rk. Starbucks China Environmental Trends :Liability of foreignness relative to domestic competitors. Regionalization(more similar culture, legal social norms)EU & NAFTA promotes regionalization.Internatonal Entry Mode 1)Exporting (exporters must establish some means of marketing & distribution) ! high transportation costs, tariffs, less control of products, pay distributer fee,diff to market competitive product/provide customization to international mkt, Exchange rates volatility. 2)Licensing (purchase right to manufacture/sell firms pdts by paying a royalty)~exp& returns based on prior innovation. low cost, low risk ! little control, low returns. 3)Strategic Alliances(uncertain env) ~shared costs/risks/resources, gain access to new technologies, no tariffs! roblem integrating btwn partners (2 cultures) 4)Acquisitions(quicker) ~quick access to new mkt ! high cost(debt), complex negotiations, prob merging with domestic operations 5)New Wholly Owned Subsidiary(Green Field venture) ~Ma x control, potential above-avg returns ! complex, costly, time consuming, high risk. Export,licensing & strategic alliance good for early market development. Joint venture/greenfield venture -> IP rights not protected, high need for global integration, growing no. of competitors. Strategic competitive outcomes 1)Enhanced returns.Decrease initially, then increase. Diversifying geographically into core biz areas positive effect on stock price. Offshore outsourcing created sig value-creation opp as firms move into flexible labor mkts. 2)Enhanced innovation. Exposure to new pdcts & mkts. Opp to integrate new knowledge into operations. Generation of resources to sustain innovation. Risks in international environment 1)Politcal Risk. Govt instability/regulations/corruption/conflict/war/conflicting & diverse legal authorities/potential nationalization of private assets/? s in govt policy 2)Economic risk.Govt oversigh & control of economic&financial capital/weak IP rights&protections impact FDI/terrorism/investment losses from political risk/security risk of foreign firms acquiring key natural resources or strategic IP. Cooperative Strategy(shared objective) Strategic alliance(firms combine resources&capabilities to create CA) Leverage existing resource/capabilities to develop additional resources/capabilities for new CAs. Collaborative/relational Advantage-CA developed through a cooperative strategy. 3 Types of Strategic Alliances: 1)Joint Venture.Siemens AG & Fujitsu -> Fujitsu Siemens Computers (Own equal % & contribute equally. 2 or more firm create legally independent company to share some resources/capabilities to develop CA). Optimal when firms need to create a CA that is diff from individual advantages & when highly uncertain hypercompetitive markets are targeted. 2)Equity. Baidu & Japanese telecom operator NTT DOCOMO (2or more firms own diff % of company they formed to create CA, e. g. many FDIs such as companies from multiple countries are making in China) 3 )Non-equity. HP (2 or more firms develop contractual relationship to create CA.Firm DOES NOT establish separate independent company thus don't take equity positions)-; less formal, fewer commitments & no intimate relationship. E. g. licensing/distribution agreements & supply contract. Reasons firm develop Strategic Alliances Allow partners to create value they couldn't develop alone & to enter markets faster with greater penetration. Firms lack full resources & capabilities to reach their objectives. Slow cyclemkt: Gain access to restricted mkt. Establish a franchise in a new mkt. Maintain mkt stability(establishing st&ards). Fast-cycle mkt: Speed up development of new goods/services.Speed up new market entry. Maintain market leadership. Form an industry technology st&ard(). Share risky R&D expenses. Overcome uncertainty. St&ard-cycle mkt: Gain mkt power(reduce industry overcapacity). Gain access to complementary resources. Establish better EOS. Overcome trade barriers. Meet competi tive challenges frm other competitors. Pool resources for large projects. Learn new biz techniques. BL Cooperative Strategy 1)Complementary Strategic Alliances (Vertical, horizontal) -firms share r&c in complementary ways to develop CAs. More value-creating than other strategies.Vertical(from diff stages of value chain e. g. Nintendo) Horizontal(same stage(s) of value chain to create CAs. ) 2)Competition response strategy(to competitor's attacks). Becuz they can be diff to reverse & exp t operate, strategic alliances are formed to take strategic than tactical actions to respond to attacks. 3)Uncertainty reducing strategy (new pdt mkts/emerging economies 4)Competition-reducing strategy (explicit/tacit collusions) Tacit collusion – Firms in industry indirectly coordinate their production & pricing decisions by observing each other actions/responses.Results in output below fully competitive levels & above fully competitive prices. !reduce service quality, on-time performance. Mu tual forbearance- Form of tacit collusion where firms dont take actions against rivals they meet in multiple mkts. Assessment: R integrated MUST be VCRN. vertical strategy have greatest probability of creating sustainable CA. CL Cooperative Strategy. Firm use this strategy to diversify in pdts offered/markets served. Diversify by means other than M. Require fewer resource commitments, greater flexibility. 1)Diversifying S/A !Highly diverse network of alliances can lead to poorer performance by partner firms. 2)Synergistic S/A(create EOScope across multiple functions/bizs btwn partners) 3) Franchising (contractual relationship to describe/control sharing of its R with partners) Advantages: Attractive strategy for fragmented industry(retailing,hotels,motels) where large number of small/med firms compete without one having a dominant share. Assessment: Alliance costs needs monitoring. International Cooperative Strategy 1)Cross-border alliance(firms with HQs in diff nations decide to co mbine some R to create CA & value).Incentives: limited domestic growth opp, foreign govt economic policies. China & India have strong preference to license local companies. Strategic alliance with local partners help firms overcome liability of foreignness. Operational advantages due to local market information. Network cooperative strategy (several firms form multiple partnerships to achieve shared objectives) Particularly effective when formed by geographically clustered firms. Gain heterogeneous info & knowledge from multiple sources. ! lock in partnerships precluding alliance with others.Stable Alliance network (mature industries where dem& is constant & predictable) Built primarily to exploit EOS/EOScope existing btwn partners e. g. airline industry Dynamic Alliance Network (frequent product innovations & short pdct lifecycle) Competitive risks: Inadequate contracts. Misrepresentation of competencies. Partners may act opportunistically. Partners fail to use their complementary resources. Holding alliance partner's specific investments hostage. Risk&Asset Management Approaches:Detailed contracts & monitoring. Develop trusting relationships -> create value.Managing cooperative strategies: Cost minimization(Firm develops formal contracts with partners specifying how strategy is to be monitored & how partner behavior is controlled) Opportunity maximization(Maximize partnership's value-creating opportunities) Corporate Governance – Set of mechanisms used to manage the relationship among stakeholders & to determine & control the strategic direction & performance of organizations.. It is concerned with: Strengthening effectiveness of company's board of directors. Verifying transparency of firm's operations. Enhancing accountability to shareholders.Incentivizing executives. Maximizing value creation for stakeholders & shareholders. Separation of Ownership & Managerial control. Allows each group to focus on what it does best: Shareholders bears risk that fi rm's expenses exceed revenue (shareholders will hold a diversified portfolio to diversify risk). Managers formulate & implement strategy & decision-making. Agency relationships(between firm's owner & top-level managers) Managerial opportunism seeking self-interest with deceit. An attitude & set of behaviors. Prevents maximization of shareholder's wealth.Product Diversification as Agency Problem 1)Diversification increase size/complexity & thus managerial compensation. 2)Reduces manger's employment risk as a firm & its managers are less vulnerable to reduction in dem& associated with a single/limited no. of product lines/bizs. 3)Managers have control of firm's free cash flows which they invest to diversify instead of giving to shareholders. Shareholders like a diversified position between dominant & related-constrained diversification strategies. Shareholders prefer riskier strategies & more focused diversification. Managers prefer higher levels of product diversification.Managers ma y prefer level of diversification that maximises firm size & compensation while reducing employment risk. Agency costs – sum of incentive/monitoring/enforcement costs, individual financial losses incurred by principals because of agents. 3 internal governance mechanism 1)Ownership Concentration (No. of large-block shareholders & total percentage of shares they own) X Diffuse ownership (large number of shareholders with small holdings & few large-block shareholders) Large-block shareholders are active in their dem&s that corporations adopt effective governance mechanisms.Ownership of many modern corporations now concentrated in h&s of institutional investors than individual shareholders. Institutional owners (financial institutions that control large-block shareholder positions) They are powerful governance mechanism. They have both size & incentive to discipline ineffective top-level managers. 2)Board of Directors (group of elected individuals to formally monitor & control ma nagers in order to act in owner's best interests) Insiders – Firm's CEO & other top-level managers. Related outsiders – Individuals not involved with firm's daily operations but have relationship with firm.Outsiders – provide independent counsel to firm & may hold managerial positions in their company. Outsiders have no firm info & thus emphasize use of financial than strategic controls to evaluate firm. Shifts risk to managers who make decision to maximise their interest & reduce employment risk. Enhance effectiveness of BOD 1. Increase diversity 2. Strengthen internal management & accounting control systems 3. Establish consistent use of formal processes to evaluate BOD performance 4. Creation of ‘lead director' 5. Compensation of director, reduce stock options. )Executive Compensation Use LT incentive plans. Effectiveness: don't link pay to financial outcomes. Manager may focus ST effects to enhance pay. Other factors also affect firm's performance whic h are not under manager's control. Market for Corporate Control (external governance mechanism. The market is a set of potential owners seeking to acquire undervalued firms & earn above average ROIs by replacing ineffective top-level management teams) Used only when internal controls fail. â€Å"Golden parachutes† help them leave while â€Å"Golden hellos† help them to get in the door of the next firm.Hostile Takeover Defensive Strategies â€Å"Poison pill† allows shareholders to convert their rights into large no. of common shares if anyone acquires more than set amount of target's stock to dilute percentage f shares acquiring firm must purchase at premium. Litigation – Lawsuits that help target company stall hostile attacks e. g. antitrust,fraud. Greenmail – repurchase of stocks from agressor at premium for agreement to no longer be targeted for takeover. Standstill agreement – Contract btwn parties in which pursuer agrees not to acquire a ny more stock for specified period for a fee.Capital structure change – Dilution of stock, making it costly for bidder to acquire e. g. recapitalization, new debt, share buybacks, stock selling) Corporate charter amendment – Ammendment to stagger elections of members to the BOD of attacked firm so that all are not elected same year, preventing bidder to install new board in same year. Corporate governance in Germany: 2 tiered board structure, place responsibility of monitoring & controlling managerial decisions & actions with separate groups. Banks exercise sig power as source of financing. Power sharing includes representation from community & unions.Corporate Governance in Japan: Cultural concepts of obligation, family & consensus. Close relationship btwn stakeholder & company through cross-shareholding can negatively impact efficiencies. Keiretsus: Strongly interrelated groups of firms tied tgt by cross-shareholdings. Banks are highly influential with firm's manager s. Global Corporate Governance: Relatively uniform governance structures, moving closer to US corporate governance model. Organizational Structure & Control. Organizational Structure – Specifies firm's formal reporting relationships, procedures, controls, authority & decision-making processes.Curcial to match structure with strategy! Controls guide the use of strategy, indicate how to compare actual results with expected results, & suggest corrective actions to take when the difference is unacceptable. Strategic Controls – Largely subjective criteria intended to verify that the firm is using appropriate strategies for theconditions in the external environment & the company’s competitive advantages. Strategic controls are concerned with examining the fit between: What the firm might do (opportunities in its external environment) What the firm can do (competitive advantages).Evaluate the degree to which the firm focuses on the requirements to implement strategy: B L:primary activities. CL(related): sharing of knowledge, markets, technologies across bizs. Financial Controls objective criteria used to measure firm's performance against previously established st&ards. Focus on ST outcomes. ROI, ROA, EVA(economic value addedmarket based measure). ! produces risk-adverse managerial decisions. Essential for unrelated diversification! Simple Structure (owner manager makes all major decisions & monitors activities) Few rules, limited task specialization, basic tech system.Functional Structure(CEO & limited corporate staff make decisions. Functional line managers present. functional specialization from active sharing. ! impedes comm. & cordination among functional areas. Multi-divisional Structure. Operating divisions represent separate biz / profit center. Top corporate officer delegates responsibilities for daily operations & business unit strategies to division managers. ~Ties together all operating divisions. Enables more accurate monitoring of p erformance of each unit. Facilitates comparisons between divisions.Stimulates managers to look for improvements. Matches between BL strategies & Functional Structure 1)For cost leadership strategyWalmart (simple reporting structure, few layers in decision-making & authority, centralized in a staff function. Job specialized.. 2) For differentiation strategy. Complex & flexible reporting relationship, freq use of cross-functional product development teams, strong focus on mkting & R&D. Few formal rules & procedures. Jobs not specialized. Decentralized. 3)For integrated cost leadership/differentiation strategy.Diff primary & support activities emphasized. Match between CL Strategy & Multi-divisional Structure(M-form) 1)Cooperative form for related-constrained. Centralized at corporate office; Extensive use of integration mechanism; emphasis on strategic criteria; linked to overall corporate performance. Frequent direct contact btwn division managers. Liason roles in each divisions redu ce time integrating with work occurring in other divisions. Matrix Organization might be formed(dual structure combining both functional specialization & biz product or project specialization.Cooperation among divisions implies loss of managerial autonomy -> managers hesitatnt to cooperate. Use strategic controls to evaluate manager on how well they cooperate. 2)SBUForm for related-linked strategy ! coordination between SBUs is hard. Diff to communicate complex biz model to shareholders. 3)Competitive form for Unrelated Diversification Strategy Decentralized to divisions; no integration mechanism; emphasize on financial criteria; linked to divisional performance. Finance & Auditing & Legal Affairs 2nd tier. Divisions 3 tier. ~internal competition creates flexibility; resources allocated to most potential division.Challenges the status quo & inertia. Motivates efforts due to funding if u are an efficient division. Matches btwn International Strategies & World-wide structure 1)Worldwi de Geog Area for Multidomestic Strategy. Decentralization to business units in each country. No integration mechanisms. Informal coordination ! inability to create global efficiency 2)Worldwide Product Divisional Structure for Global Strategy. Aims to gain EOS & EOSC;Centralized. Integrating mechanism important(e. g. Direct contact btwn managers, liaison roles btwn departments). inability to quikly respond to local needs & preferences; difficulty in coordinating decisions across borders. 3)Combination Structure for Transnational Strategy Global Matrix. ~flexibility in designing products & responding to customer needs. ! employee accountable to 2 boss. Difficult to be simultaneously loyal to both. Can be member of several functional or product group teams. Difficult & time consuming for approval. Hybrid Structure. (some divisions oriented to products while others oriented toward market areas) Matches btwn Cooperative Strategies & Network Structures.Strategic network (group of firms f ormed to create value by participating in multiple cooperative arrangements) can be a form of CA when operations create value that is hard to imitate. Used to implement BL, CL & International Strategies. Strategic center firm(main firm) does: Strategic outsourcing, seek ways to support members effort to develop Core competencies, Manage development & sharing of technology-based ideas(req formal reports of technology-orientated outcomes of their efforts),Emphasizes principal competition are btwn value chains & between networks of value chains.Centralized. Strategic network for BL Cooperative Strategy(horizontal,vertical Chp 9), CL Cooperative Strategies & International Cooperative Strategies(Distributed strategic networks -Several regional strategic centre firms are included in dist network to manage partner firms' multiple cooperative arrangements)

Rationality, Educated Opinion and Peace Essay

Abstract: This paper addresses the relevance of interwar thought to the building of peace through examining the ideas of three important writers of the period: Edward Hallett Carr, Norman Angell and Alfred Zimmern. The role of public opinion was under much query in the politics of the period they wrote in, and crucial to this issue are the questions as to whether the public mind is rational and capable of reason. These writers are concerned with the influence of public opinion and believe that through educating the public mind, the possibility of peace can be increased. Drawing from their ideas, this paper thus postulates that peace is a product of rationality and there is possibility of progress through education. The birth of international relations as a separate discipline was founded against the context of the interwar years, which brought about important consequences for the subsequent development of the interwar years. The tensions prior to and the subsequent devastation of the Great War forced intellectuals of the early twentieth century to seek explanations for the causes of war and to postulate measures by which another catastrophe could be prevented. The general psyche of the people exerted an influence on the direction of international studies. As David Long points out, the academic study of international affairs during this period of time possessed â€Å"a normative though not necessarily utopian interest in the avoidance of war†1. Such a trend is manifested in the trust deed of the Wilson Chair of International Politics (one of the first few schools of the discipline), which states that international politics is the â€Å"political science in its application to international relations with special reference to the best means of promoting peace between nations.†2 Woodrow Wilson, being a leading statesman at the time, presents one of the possible avenues for peace. He consciously and deliberately tied issues of foreign policy to domestic politics, giving rise to what will come to be known as the â€Å"democratic peace thesis†. Wilson advocates the belief that â€Å"popular participation, public life and opportunity for all [will be] the guarantee of peace†. Wilson believed that diplomacy and foreign policy must be taken with regard to public opinion and the public being rational would prefer peace to war.3 The crucial premise here is that public opinion matters in a democratic political system. The assumption further made is that the political leaders are sensitive to public opinion and will be susceptible to their demands. The issue of public opinion gives rise to another set of issues, and one of the foremost in this period, is the skepticism that the basic assumption of a rational public rejecting war is true. Is the public rational? Is war a rational choice? The political definition of rationality is the ability of the public to discern the options open to them, and to adopt the best option to achieve their prioritized goals. The Great War cast doubts as to whether public is necessarily aware of what their options and goals are, much less their ability to choose the best option to fit their preferred purpose. As historian A. J. P. Taylor argues that the intellectual backlash against the dehumanizing war made the interwar years an â€Å"age of intellectual and artistic activity†, where intellectuals from various fields of study question the power of man to reason.4 The devastation of war brings queries, particularly from the idealists, as to whether war can be a rational choice. Even if the assumption holds true, there is still the question as to whether public opinion has any weight on policy formulation. Given this particular context, this paper questions the foundations of Wilsonian politics. This paper will thus postulate on the influence of public opinion and the impact of rationality on the maintenance of peace by drawing from the ideas of three important writers of this period: Edward Hallett Carr, Norman Angell and Alfred Zimmern. This paper will first introduce the positions of all three writers. It will then examine the fundamental assumption shared by all three writers with respect to public opinion, before expounding on their arguments on the rationality of the public and why the issue matters. The paper will then look into the possibilities of peace, and how the three concur on the issue of education. Due to source constraints, this paper will draw on secondary references to the works of the three writers, where the primary sources are not available. Carr, Angell and Zimmern Peter Wilson in Thinkers of the Twenty Years’ Crisis introduces Carr’s book as â€Å"a work which not only set the tone for subsequent discussion of inter-war thought, but also substantially shaped postwar attitudes towards it.†5 The premise for The Twenty Years’ Crisis is the critique of inter-war idealism, which Carr terms ‘utopian’6. Carr dismisses the ‘utopians’ as being unable to understand political reality and sets up a dichotomy that supposes â€Å"utopia: reality= free will: determinism= theory: practice= morality: power =universal: relative= intellectual: bureaucrat= Left: Right† 7 The dichotomy presented by Carr undermines interwar idealism, and leads, in part, to the rejection of the practical value of these theories. This dichotomy shapes subsequent debate and is consequentially identified as the polarity of realism and idealism, which will dominate international studies for the next few decades. In order to posit queries of the dichotomy, it is first necessary to expound on the assumptions that are conventionally made of either school. Brian C. Schmidt summarises the assumptions of idealism as follows : a pervasive faith in reason and rationalism, a belief in the infallibility of public opinion, the view that war was irrational, that the best way to end conflict was through education, international law, and world government, and, finally, a belief that the essential harmony of interests existed, which translated into the international doctrine of â€Å"war-does-not-pay8. Superficially, both Norman Angell and Alfred Zimmern adopt such assumptions in their writings. Significantly, both Angell and Zimmern share the same devotion to one key tenet: the possibility of progress through educating public opinion and conditioning human behaviour. Their devotion to the tenet became stronger later into their careers, especially after the Second World War. The realist school of thought as represented by Carr, refutes the idealist assumptions. In particular, the realists argue that the concept of ‘power’ is central to international affairs. Carr adopts Thomas Hobbes’ argument on human nature and advances the argument that the state as a rational actor will choose to maximize its capacity for power in order to secure its survival. He argues that public opinion, even when informed, is not necessarily pacifist and that thought can be mould by political purposes. Through defining his position by rejecting and critiquing the idealists assumptions, Carr’s realist position is thus seen as the diametric opposite of the idealists. It is then necessary to redress both the ideas of Carr and the much-maligned interwar idealists, among whom are Zimmern and Angell. The choice of juxtaposing Angell and Zimmern with Carr in this paper is conscious. Both Zimmern and Angell are among the few ‘utopians’ whom Carr explicitly criticizes in The Twenty Years’ Crisis. Andreas Osiander points out that Zimmern is â€Å"still widely regarded as what Oslon and Groom have called the ‘consummate’ idealist†9, and is thus identifiable with the idealist school of thought. Yet Zimmern, as Paul Rich and Peter Wilson suggest, is considerably less adverse to Carr’s ideas than his idealist colleagues.10 Angell, on the other hand, is one of the fiercest adversaries to The Twenty Years’ Crisis, but J. D. Miller raises the argument that â€Å"Angell should†¦ be regarded less as an idealist than a far sighted realist† because of his â€Å"acute awareness† of the issues o f political reality11. The interplay of their ideas then calls to question the validity of a clear dichotomy. In essence then, this paper seek to question if the positions of these writers on the assumptions raised by Schmidt are as concrete as they appear to be. In other words, this paper examines the complexities of Carr, Angell and Zimmern’s ideas on the applicability of public opinion, rationality and possibilities of peace. On closer examination, this paper argues that despite the differences, the three share a fundamental similarity: the belief in progress. The dichotomy between the realists and idealists is permeable, and in their postulation of the long term, the arguments of Carr, Angell and Zimmern coincide. Public Opinion First and foremost, the underlying assumption that Carr, Angell and Zimmern adopt is that public opinion matters, even though their understanding of public opinion differs. Zimmern argues that â€Å"[p]ublic opinion is the lifeblood of a civilized community† but unfortunately, the majority of the peoples is guided by â€Å"caprice of ignorance, passion or greed, and the other devils if unreason.†12 The title of Carr’s inaugural speech at the University College of Wales, â€Å"Public Opinion as a Safeguard of Peace† says much. Carr argues that public opinion can exert tremendous influence over a foreign policy issue that it feels sufficiently strongly about, using the case of the public rejection of the Hoare-Laval plan to build his case. He states that, â€Å"No nation, and least of all a democracy, can wage war unless it has the support of an overwhelming majority of its people†13. The implication of such a statement in light of guarding the peace is that insofar as the public is not in favour of war, a state and particularly a democratic state will not and cannot adopt war as a policy instrument. Angell’s Nobel Lecture, â€Å"Peace and the Public Mind†, adopts the same position, except that he argues public opinion, being misinformed and â€Å"disastrously erroneous† can lead to war. 14 Interestingly both Angell and Carr argue that public opinion is easily manipulated. Carr devotes a section to â€Å"Power over opinion† in The Twenty Years’ Crisis, suggesting that the greater proportion of public becoming conscious or involved in politics relates to the importance that the ruling elite place on propaganda as an instrument of power. The influence of propaganda rests on the premise he sets earlier in the book that the crucial contribution of realism is the idea that thought is relative to purpose. 15 For instance, nationalism, as a form of ideology, could be seen as a means by which the public can be persuaded to go to war. Similarly, Angell contends that a small militant minority is capable of appealing to the majority towards a policy that may not be in the majority’s best interests.16 Rationality Having established that public opinion has a role to play, we then move on to the crucial questions: is the public rational, and is war a rational choice? On both issues, there are significant differences between Carr and the idealists, arising from the difference in the way they interpret and infer from past and current events. Reason and rationality give rise to different outcomes for Carr and the idealists. An important observation is that Carr places more faith in reason and rationality than do the others, contrary to our earlier presupposition that it is the idealists who have a â€Å"pervasive faith in reason and rationalism.† A proper definition of what is meant by rational behaviour has yet to be provided as a premise for argument. To proceed, we adopt James Mill’s argument for the rational public opinion quoted in Carr as a guide to what rational behaviour entails: Every man possessed of reason is accustomed to weigh evidence and to be guided and determined by its preponderance. When various conclusions are, with their evidence presented with equal care and with equal skill, there is a moral certainty, though some few maybe misguided, that greatest number will judge right, and the greatest force of evidence, whatever it is, will produce the greatest impression. 17 Whereas Carr believes that the public, being self-interested, is capable of defining their goals and seeking the best possible means to achieve toward that end, he rejects Mills’ definition of rational behaviour. Mills’ definition is in turn based on the ideas espoused by Jeremy Betham who assumes that the ideal option is the â€Å"greatest good to the greatest number†. Carr argues that public opinion comes from the masses, who are for large part, neither enlightened nor educated and thus â€Å"the greatest number† need not necessarily â€Å"judge right†. He argues that Betham and Mills’ assumption that self-interest can be sacrificed for the sake of â€Å"the greatest good† to the collective is based on â€Å"some kind of intuition of what is right and cannot be demonstrated by rational argument.†18 Carr suggests, instead, that rational necessarily demands a consciousness and the ability to adjust to the balance of power existing in international affairs, which serves as a constraint on the options available. The discerning public thus does not only take into account what is right, but also what is most practical in catering to self-interest. Carr then adopts an argument that is parallel to Thomas Hobbes’. Hobbes, in Leviathan, states the fundamental law of nature as: it is a precept, or general rule of reason that every man, ought to endeavour peace, as far as he has hope of obtaining it; and when he cannot obtain it, that he may seek, and use all helps, and advantages of war Carr comments, to the same effect, that although war is undesirable, it is not possible to impose an absolute judgement that war is â€Å"always and unconditionally wrong.† The implication of Hobbes and Carr’s argument is that the public being rational favours peace. However, when the public believes that they have more to gain from war, or more to lose from not going to war, war becomes a rational and logical solution. Historically, Carr’s argument seems to find sufficient basis in the outbreak of World War I. One of the reasons contributing to the war was the increase in bellicosity, arising from rationalization of cost and benefit or cooperation and non-cooperation. Prior to the Great War, the perceived cost of non-cooperation19 had decreased. The perception was influenced by beliefs that any war would be short, a consequence of â€Å"a highly exaggerated faith in the efficacy of offensive military strategies and tactics†20 and by the system of alliances. The perception was further coloured by nationalism. Secondly the perceived gains of non-cooperation had increased. The general belief was that expansionism and offensive foreign policy was perceived to be too high, due to the general suspicion of the intentions of the other states. Given these perceptions then prevalent, European states saw it to their advantage to go to war, and in fact to initiate the war so as to reap the greate st advantage of the ground. This international game theory exemplifies in part the rational process that Carr espoused. The idealists depart greatly from Carr. Angell and Zimmern accept that Mills’ definition is greatly desired but finds it incongruent with political reality. Reus-Smit, in his essay â€Å"The Strange Death of Liberal Theory†, argues that the conflict between morality and political reality is seen by Angell as a divide between â€Å"reason and unreason†. He argues that, â€Å"If the former prevailed, there was some hope of a reconciliation between morality, defined as the well-being of all and reality, which in [Angell’s] favoured area was the incompatibility of warfare and such well-being.21† However, within the historical context, Angell believes that ‘unreason’ prevailed. Angell believes that the public mind is often irrational, because it is too easily persuaded; it does not possess sufficient information, nor the ability to process vast amounts of information when it is available and it lacks the skill to seek evidence for the variou s conclusions, as Mill points out, i.e., it cannot â€Å"see the likely results of actions.† 22 The public mind cannot compute cost-benefit-analysis, which is central to rationalization. Angell accounts for this irrationality of the public mind, stating that it arises from the â€Å"failure to apply to our international relationships knowledge which is of practically universal possession†23 In Angell’s opinion then, it is not for the lack of intellectual capacity on the part of the public that lead to the irrational behaviour, but the inability to apply knowledge. Resting on his idea of the irrational public, Angell expounds on the war and why the public’s choice to go to war is actually irrational. In his aptly named book, The Great Illusion, he puts forth a convincing argument on the futility of war on grounds of rationality and economic considerations. Angell argues that the perceived benefits of war under modern circumstances, are reduced, as victors can no longer expect to benefit as much from the spoils of war. The change is largely because goods and spoils are no longer portable (such as gold, silver, slaves, precious stones) as they had before. Goods and services are non-physical such as currency, shares, and fixed assets, and are thus not transferable wealth. As such, if states act purely in their self-interest, given the expectation not to gain from war, states would be unlikely to pursue war.24 Angell considers this line of reasoning to be simplistic and easily applicable to the conduct of international relations. Yet as the advent of World War I proves, the public is incapable of applying such rationale to political practice. Angell argues that the pervading reasons behind war, then, are irrational. Not only does war not serve to the benefit of the state concerned, better alternatives of action could be sought such as building economic relations, social interaction. Such connections can be used in persuading, as opposed to coercing, other states into behaving in the manner that is beneficial to the state concerned. Thus the argument adopted is that war is irrational, i.e. not the best-laid option, and man being irrational and susceptible to external influences, chooses to use war as a policy instrument. Andreas Osiander points out that â€Å"unlike what Carr implies, Zimmern, like Angell, was very far from seeing public opinion as necessarily a force for peace.25† Like Angell, he believes that the conflicts in the international arena, giving rise to war are resultant of intellectual, and not political failure.26 However, if Carr is to be believed, Zimmern can, in fact, be seen as being more extreme than Angell. Carr states in The Twenty Years Crisis that Zimmern is inclined towards the hypothesis that â€Å"If mankind in its international relations has signally failed to achieve the rational good, it must †¦ have been too stupid to understand that good.† Carr’s statement is not altogether justified. Although Zimmern does point out that the impediment to overcoming the obstacle towards peace is that man â€Å"are beings of conservative temper and limited intelligence27†, what he implies is that man is reluctant to adjust to present realities brought b y modernity. As a result of the inherent resistance towards change, man’s mental capacity does not adapt to the fact that previous ways of managing international relations are no longer applicable. Consequentially, public opinion cannot be trusted to be rational. Zimmern subscribes to John Stuart Mill’s argument of the â€Å"tyranny of the majority†. He argues that the ruling elite, that is, the politicians in positions of power tend to be capable of rationalization. However this intellectual minority in government is consumed by the irrational public: â€Å"for statesmen, however wise and far sighted, are limited in their policies by the public opinion and parliaments to which they are responsible.28† Angell concurs on this issue. J. D. Miller, drawing from Angell’s comments, argues that Angell too â€Å"feared the impact upon politicians of an unreasoning crowd mind, and doubted the capacity of politicians to resist it†. Both Angell and Zimmern, then, prefer that the intellectual minority be given the ability and power to lead the rest of the populace, so as to govern rational foreign policies. In this regard, Carr again differs. Whereas Carr does agree that the intellectual minority has a role to play in leading public opinion,29 he believes that the intellectual minority is however, sadly, out of touch with reality. He argues his case by drawing on the difference between intellectuals’ perceptions of the League of Nations with those of the man on the street. The intellectuals, who tend to be idealists by his definition, strive to secure and maintain peace via means of treaties, covenants and legal codifications. The general public, however, is more concerned with the practice of international affairs (as opposed to the theory.) Going by Carr’s understanding of rational behaviour to be taking into account what is right and also what is most practical in application, the intellectual mi nority is in practice less rational than the public. Change and the possibility of progress As it is, there seems to be a great divide between Carr and his two contemporaries with regards to whether man is rational. However, central to their arguments is the shared belief that history is a directional process, that is, there is the idea of constant change. Carr argues that war occurs because of the conservative reluctance to allow change to the status quo and the way to peace is to provide means of peaceful change.30 Angell and Zimmern suggest that war occurs because man has yet to come to terms with change, and that the mentality and psyche of the populace has not kept in line with international developments. As Zimmern states, â€Å"the statesmen and the peoples have not adjusted their minds to the new realities†31. The central concern with the issue of change harkens to a broader issue on which the three writers concur: the possibility of progress. The interwar context is one of pessimism. The first decade had been one of recovery and rehabilitation from the shock of the Great War and the second decade of mounting tensions and escalation to an even more disastrous war. The context in which these writers write in, therefore, begets the question of whether man can move away from destruction of war, and by what means. The three writers agree that the current situation calls for change, as present movements and measures to maintain peace are insufficient and inadequate, and are reasonably optimistic that such change can be effected. Carr notes even in 1936 that, â€Å"the cause of peace has made tremendous stride during the past fifteen years and shows his preference towards progressive history, arguing that â€Å"a sense of change as a progressive factor in history, and belief in reason as our guide for the understanding of its complexities† are crucial to the current world. Angell is of the same mind when he questions the unchangeability of human nature and argues that just as cannibalism and slavery can be systematically reduced in our society, so too can the warlike nature of man and states32. Zimmern, even when decrying the decline of international standards (which he defined as rules of behaviour) at a meeting at Chatham House in 1937 argues that the process of change allowing for pea ceful coexistence was already taking place.33 The ultimate aim of change is the maintenance of peace, which is assumed to be the preferred good, through the avoidance of war. The question that is then posited is, by what means? Carr, Angell and Zimmern propose different measures but the one pertinent to the prior argument on public opinion and rationality is their faith in education. Due to their fundamental belief that public opinion matters, it is logical to argue that if the public mind, as Angell would call it, could be trained and conditioned to favour ‘peaceful change’, then the chances of states going to war would be minimized. Angell quotes in his The Great Illusion that â€Å"Not the facts, but men’s opinions about the facts is what matters†, and making a parallel with the abolishment of witch hunts, he comments that â€Å"just as in the matter of burning witches a change of behaviour was the outcome of a change of opinion†¦ in a same way a change in the political conduct of can only com e about as a result of a change of thought†34. The way to peace then is to shape man’s perceptions about war. Given this understanding, the most basic and possibly most efficient way of bringing about this conditioned public is through education. However in his address given to Chatham House in 1931, Angell claims that the current education system does not adequately prepare the individual to make intelligent and informed inferences from the facts presented to him. He believes that the reason behind this lack in the system is that education tends to follow a tradition whereby an older generation influences and instruct the younger through a process of socialization.35 Unfortunately this tradition means that values and ideas that are taught are often unable to catch up with present realities. The educational system had also focused on provision of information, without equipping the individual with means to discern the motivations, the causation analysis, the implications et cetera behind the piece of information. According to him, â€Å"We have thought too much of the facts and too little of their meaning.† 36 Thus the socialization/education of an individual does not adequately provide him with the skill to make rational choices. Given his premise that war is irrational under any circumstances lest in defence and a rational public will therefore reject war, the skill deficiency means that man may choose to go to war due to their lack of understanding, unless the educational system can be changed. Beyond the suggestion that education shifts its focus from its informational purpose towards equipping successive generations with the skill to possess information, Angell does not however provide for how education can be otherwise structured. Zimmern elaborates on his ideal educational system in his book Learning and Leadership, which is not only designed to impart the skill of discerning information but also specifically equipped to teach students about international life. Particularly, he believes that practical experience through interaction with people from other nations will allow students to imbibe the habit of cooperation and harmonious living37. Zimmern believes that once people are given more exposure to the international arena, they will be able to understand foreigners and foreign influences better and become more acutely aware of the idea of universal brotherhood. This basic premise being established, man will be more able to understand the actions of others, less inclined to take preemptive action and to go to war. The assumption of such an argument is that people are less inclined to advocate war against a party that they share an understanding with. Education is thus seen as an instrument which can build commonality among peoples, as well as a means by which the public can be trained to be rational. In The Twenty Years’ Crisis, Carr argues for the application of reason to understanding current situations and political reality; in his later work What is History he extends the role of reason to the capacity to reform: The primary function of reason, as applied to man in society, is no longer merely to investigate, but to transform; and this heightened consciousness of the power of men to improve the management of his social, economic and political affairs by the application of rational processes seems to me one of the major aspects of the twentieth century. 38 The core assumptions here are that reason leads to progress and progress is necessarily an improvement. Remembering the key concern of the study of international relations in the interwar period, a foremost improvement of the human condition is the eradication of war. As do Angell and Zimmern, Carr believes that education was to be the tool by which such improvement can come about. However, unlike Zimmern and Angell who believe that the public has to be thought how to make rational choices in the first place, Carr believes that education can be used to shape the way the public thinks about their choices. Carr notes then that education policy must be shaped: Educators at all levels are nowadays more and more consciously concerned to make their contribution to the shaping of society in a particular mould, and to inculcate in the rising generation the attitudes, loyalties and opinions appropriate to that type of society: educational policy is an integral part of any rationally planned social policy.39 It is then assumed, that rationally, a society will be prefer not to resort to war in a conflict of interest, and a means by which this can be ensured is to design an educational system which, in the context of the interwar years, should imbue in them the moral norm that ‘peaceful change’ is the preferred means of achieving policy objectives. To put it more plainly, Carr’s ideal is using education to persuade man against the doctrine of power, providing a basis whereby a compromise between morality and power can be reached and peaceful change achieved. In his contention that thought is relative to purpose, Carr postulates that mass opinion can directed and in fact ‘mass-produced’ via ‘universal popular education’. It is imperative to note that by popular education, Carr has included the mass media.( Carr does not, however differentiate between education and propaganda in The Twenty Years’ Crisis though in What is History, he associates education with rationality and the â€Å"growing consciousness from below as well as from above of the role which reason can play†40). The application of reason and rationality therefore means that education can be used to persuade mankind against war. Instead of making an argument that war is irrational, educators can influence the public into making a conscious choice not to use war as a policy instrument. As Carr states, â€Å"I regard as of immense importance and promise the gradual extension of the area of the world’s surface within which war has been effectively been placed under the ban,† such that war is actually unthinkable41. What becomes interesting is how closely Carr mirrors the ‘utopians’ he derides. Peter Wilson, in his attempt to understand what Carr means by ‘utopian’, lists the various characteristics that Carr associates with the term. According to his analysis, all of these characteristics are † ‘progressive ideas’; and it might be therefore be concluded that the core characteristic of interwar idealism is belief in conscious, progressive change†. On this basis, Carr does not seem to be any much different, which recalls Reus-Smit’s observation quoted earlier in this paper that Carr is himself not a consummate realist. It is also possible to put forth an argument that Carr’s argument against utopianism was never meant to be an outright and unconditional rejection of the interwar theories. Conclusion Whether or not these three writers think the public mind is rational depends largely on whether they believe war can be a rational choice, and yet regardless of their perspectives on these two issues, they believe that progress towards avoidance of war can be ensured through changing human behaviour. Education policies thus become important, as they can shape the perceptions of the public and thus affect their choices, which is in turn reflected in the chosen foreign policy. However there is a point to note based on this argument set. All three writers are writing within a democratic framework and tradition, where by definition, requires that public opinion matters. Yet, public opinion is less likely to make an impact in an authoritarian state, and even in democratic states, there is the consideration of public apathy, the leaders gambling and taking risks by not going according to public opinion, et cetera. These complications bring us back to the consideration of Wilsonian politics. Woodrow Wilson professes that his aim is to make the world safe for democracy, and that democracy will bring peace. His tendency has been to look at the building and maintenance of peace from a top down approach, where the political structure and political ideological apparatus are enforced. In other words, he looks to providing a mechanism which will allow the rational public to prevent the tendencies of the militant minority from dragging the state to war. However, from the ideas of Carr, Angell and Zimmern, such a mechanism would not function effectively against war unless the public mind can be first conditioned through a fitting educational system emphasizing co-operation and peace. 1 David Long, â€Å"Conclusion: Interwar idealism, liberal internationalism and contemporary international theory†. Thinkers of the Twenty Years’ Crisis: Inter-war idealism reassessed. p. 303, pp. 306-307. 2 Quoted in E. H. Carr’s inaugural speech in the University College of Wales. â€Å"Public Opinion as a Safeguard of Peace† International Affairs (Royal Institute of International Affairs 1931-1939). Vol. 15. No. 6. (Nov- Dec 1936), p. 846. 3 Mortimer Chambers, et al. The Western Experience Vol C: The Modern Era. pp. 892-893 4 A. J. P. Taylor, From Sarajevo to Potsdam. London: Thames & Hudson: 1966 pp. 103-106 5 Peter Wilson. â€Å"Introduction: The Twenty Years’ Crisis and the Category of ‘Idealism’ in International Relations†. David Long & Peter Wilson. (ed.) Thinkers of the Twenty Years’ Crisis: Inter-war idealism reassessed. Oxford: Oxford University Press: 1995. p.1 6 Carr’s term ‘utopians’ is generally taken to refer to the idealists, though he does not clearly define who he considers to be utopians. 7 Wilson, â€Å"Introduction†, p. 12. Wilson adapted the equation from Hedley Bull, â€Å"The Twenty Crisis Thirty Years On†, International Journal, Issue 24, Vol. 4 (1969), p. 627-8. E. H. Carr, The Twenty Years’ Crisis: 1919-1939. New York: Harper: (1946) 1964. pp. 11-21. 8 Brian C. Schmidt. â€Å"Lessons from the Past: reassessing the Interwar Disciplinary History of International Relations†. International Studies Quarterly (1998) 42. p 452 9 Andreas Osiander, â€Å"Rereading Early Twentieth Century IR theory: Idealism Revisited†, International Studies Quarterly, Vol. 42, No. 3 (Sep.,1998). p. 417 10 Paul Rich, â€Å"Alfred Zimmern’s Catious Idealism: the League of Nations, International Education, and the Commonwealth†. Thinkers of the Twenty Years’ Crisis: Inter-war idealism reassessed. p.88; Peter Wilson, â€Å"Carr and his Early Crtics: responses to the Twenty Years’ Crisis†. Michael Cox (ed). E. H. Carr: A critical appraisal. New York: Palgrave: 2000. p. 167. 11 J. D. Miller. â€Å"Norman Angell and Rationality in International Relations†. Thinkers of the Twenty Years’ Crisis: Inter-war idealism reassessed. pp. 116, 119. 12 Alfred Zimmern, Learning and Leadership: a study of the needs and possibilities of international intellectual co-operation. London: Oxford University Press: 1928. p. 10; p. 82. 13 Carr, â€Å"Public Opinion as a Safeguard of Peace† pp. 857-858. 14 Norman Angell, Peace and the Public Mind. June 12, 1935. http://www.nobel.se/cgi-bin/print. March 24, 2004. 15 E. H. Carr, The Twenty Years’ Crisis. pp. 132-133; pp. 67-75 16 Norman Angell Peace and the Public Mind. para. 19 17 quoted in E. H. Carr, The Twenty Years Crisis. p 24. 18 Ibid. p. 26; p. 41 19 The line of reasoning here is tied to the idea of an international game theory, which due to practical constraints cannot be covered here. The argument is made in line with Robert Jervis theory on international behaviour in his â€Å"Cooperation Under Security Dilemma† World Politics. Vol. 30, No. 2 (Jan, 1978), pp.167-214. 20 Stephen van Evera, â€Å"Why co-operation failed in 1914†. World Politics, Vol. 38. No. 1 (Oct, 1985). p. 81 21 Christian Reus-Smit, â€Å"The Strange Death of Liberal International Theory†. European Journal of International Law. Vol. 12. No. 3. pp. 578-9. 22 J. D. Miller. Norman Angell and the Futility of War: Peace and the public mind. London: Macmillian: 1986. pp/ 124-125. 23 Norman Angell. Peace and the Public mind. para. 17 24 Norman Angell. Europe’s Optical Illusion. London: Simpkin, Marshall, Hamilton, Kent , 1909(?)24-40; The Great Illusion:A study of the relation of military power to national advantage. London: William Heinemann 1913. pp. 26-40. 25 Andreas Osiander, â€Å"Rereading Early Twentieth Century IR theory† p. 417 26 Alfred Zimmern, Learning and Leadership. p. 11. 27 Alfred Zimmern, â€Å"The Problem with Collective Security† (ed) Q. Wright. Neutrality and Collective Security. Chicago: University of Chicago Press: 1936. p. 8. 28 Ibid. 29 E. H. Carr, â€Å"Public Opinion as a Safeguard of Peace†. p. 854. 30 E. H. Carr. The Twenty Years Crisis. pp. 208-223 31 Alfred Zimmern Learning and Leadership. p. 22 32 Norman Angell, The Great Illusion. 1913. pp. 200-221. 33 Alfred Zimmern, â€Å"The Decline of International Standards†International Affiars (Royal Institute of International Affairs 1931-1939). Vol 17. No. 1 (Jan.-Feb. 1938), p. 21. 34 Norman Angell, The Great Illusion. P. 327 35 Norman Angell, â€Å"Popular Education and International Affairs† International Affairs (Royal Institute of International affairs 1931-1939) Vol. 11, No. 3 (May 1932), p. 323 36 Ibid, p 335-338, 338 37 Alfred Zimmern Learning and Leadership. p. 26-60 38 E. H. Carr. What is History? New York , St. Martin’s Press , 1961 p 190 39 Ibid. 40 Ibid p. 195. Propaganda is associated with the emotive and not with reason. 41 E. H. Carr. â€Å"Public Opinion as a Safeguard of Peace†. p. 861.

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Discuss the US immigration problem - Essay Example Since we already have a great number of illegal workers, it seems to me that the best solution for them is to have equal rights and obligations to those the US citizens have, as well as legalization of their status in the country. I take this position due to the fact that many US industries and manufactures greatly depend on the immigrants’ labor. However, this should be applied only to those who showed to follow our laws and live in peace with the nation, who have jobs, and are to become valued members of our society. Besides, such a step can be taken only after a profound analysis of the current situation is performed. If some are to be deported, this should not negatively influence our economy. On the other hand, I believe, there should be taken measured for complete reducing of the illegal workers’ inflow. In my opinion the government should take care of enforcing the existing land borders as well as immigration laws so that our borders are crossed only legally, and only by people whom our employers really need. Therefore, while I insist on a complete restriction of borders and immigration laws, I believe, those already working in the US must be given a right to stay in order to become the equal members of the

Social and Environmental Accounting Research Paper

Social and Environmental Accounting - Research Paper Example This report states, Western Australia has implemented a water minimization program in 1997 and its implementation led to the reduction of usage of water, saved the company thousands of dollars and reduced their level of reliance on the water that is supplied by the municipal council. The objective of implementing this program was to optimize the water supply and also reduce the rate of consumption of poor quality drinking water that could be a health hazard to the residents of the area and minimize the flow of untreated waste water that was being discharged to the environment (BP, 2006). BP refinery processes over 138 barrels of oil per day .The refinery equipments and machinery ensures that the raw materials are processed into complete finished products. The management of the company found it worthwhile to be conservative after becoming more water conscious and water efficient. BP implemented various strategies that were aimed at improving the rate of performance within the organization. The strategy includes; delivery of water that is of high quality for consumption, minimizing on the cost of running the operations of the organization and maximizes the profits of the organization. It also minimizes the potential environmental risks from water that is being dis charged from the environment (Bp, 2006). The managemenThe management of the BP Company published the sustainable report 2007, addressed issues that are related to the observance and recognisition of the audience as important persons within the community. It also states that the major stakeholders' role within the community involves meeting the needs and wants of the customers within the stipulated period of time. The major stakeholders include academicians, investors and other non-governmental organizations (Appendix 1, Bp, 2007, cover page). BP sustainability refers to the capacity to endure and meet the needs of the people through renewing their assets, creating and delivering different kinds of products and services that can meet the needs of the people within a given period of time. It also refers to the process of ensuring that the rights of people are respected and observed in order to enable them carry out the tasks that have been assigned to them and also ensure that the operations and activities carried are undertaken in the appropriate manner. Moreover, Bp also ensures that the mutual trust and support that is bestowed on the customers, shareholders and the communities is maintained so that the activities of the company can continue into the foreseeable future (Burke, 1999). In similarity to BP water minimization program, Thames report was prepared and aimed at identifying the cause and solutions of flooding observed in Bowmonts Road. This report states the impact of the proposed development in River Tadley that would have been undertaken on the network. Besides that, is also intended to identify the options that can alleviate foul flooding in the region and also to provide the cost estimates for options