By Peter Ackerman, Jack DuVall
Publish 12 months note: First released in 2000
In this quantity, Peter Ackerman, an expert on non-violent process, and Jack DuVall, a veteran author, exhibit how well known pursuits used non-violent motion to overthrow dictators, hinder army invaders and safe human rights in state after state, over the last century. A cavalcade of far-flung destinations and history-changing crises, the booklet depicts how non-violent sanctions corresponding to protests, moves and boycotts separate brutal regimes from their technique of regulate.
It tells inside of tales - how Danes out-manoeuvered the Nazis, team spirit defeated Polish communism, and mass motion got rid of a Chilean dictator. It additionally exhibits how non-violent energy is altering the realm this day, from Burma to Serbia. overlaying characters resembling Leo Tolstoy and Mohandas Gandhi, Lech Walesa and the moms of the disappeared in Argentina, the publication is a significant other to a feature-length documentary displaying at movie fairs world wide.
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Extra info for A Force More Powerful: A Century of Nonviolent Conflict
Of course, if the incentive systems have been properly designed, managers will find it to be in their interest to maximize shareholder value (in the same way that doctors generally find it to be in their interest to cure their patients). But this is accidental and irrelevant from the moral point of view. In the case of a conflict, the obligations simply trump the relevant set of interests. Where things get interesting is when multiple obligations conflict, as in the case of a doctor who can improve a patient’s chances of survival by lying to him about his condition, or of a manager who finds herself able to please investors by initiating an unnecessarily severe downsizing.
It is through these tangible, incremental efficiency gains that the private market system has established its merit. Thus, instead of offering a “top-down” justification of profit-seeking—through appeal to the general equilibrium of the economy as a whole, one could adopt a more “bottom-up” strategy, which would appeal to the particular efficiency gains that the firm is able to realize among its shareholders, its employees, and its customers. We can think of this approach as a “resource custodianship” perspective.
Finally, in order to make the model more “realistic” consumers get aggregated together into “households,” and suppliers into “firms”—each of which is thought to maximize some joint utility function. While everyone understands that “the firm” is something of a black box in this analysis, the result is still an unhelpful blurring of the boundaries between the pursuit of self-interest and the maximization of profits. Stark, for instance, variously describes the conflict that managers face as one between “self-interest and altruism,” “ethics and interests,” “ethical demands and economic realities,” “moral and financial costs,” “profit motives and ethical imperatives,” and even “consumer’s interests” versus the “obligation to provide shareholders with the healthiest dividend possible” (Stark 1993: 44).
A Force More Powerful: A Century of Nonviolent Conflict by Peter Ackerman, Jack DuVall