'This is what democracy looks like' : New Labour's blind spot and peripheral vision

New Labour in government since 1997 has been roundly criticized for not possessing a clear, coherent and consistent democratic vision. The absence of such a grand vision has resulted, from this critical perspective, in an absence of 'joined-up' thinking about democracy in an evolving multi-level state. Tensions have been all too apparent between the government's desire to exert central direction - manifested in its most pathological form as 'control freakery' - and its democratising initiatives derived from 'third-way' obsessions with 'decentralising', 'empowering' and 'enabling'. The purpose of this article is to examine why New Labour displayed such apparently impaired democratic vision and why it appeared incapable of conceiving of democratic reform 'in the round'. This article seeks to explain these apparent paradoxes, however, through utilising the notion of 'macular degeneration'. In this analysis, the perceived democratic blind spot of New Labour at Westminster is connected to a democratic peripheral vision, which has envisaged innovative participatory and decentred initiatives in governance beyond Westminster

Tragic Choices in Humanitarian Aid:A Framework of Organizational Determinants of NGO Decision Making

<p>Humanitarian NGOs face difficult choices about whom to help and whom not on a daily basis. The research question in this article is how humanitarian NGOs make these difficult decisions and why in a particular way. March's study on consequential and appropriate decision-making processes is used to analyze the nature and course of NGO decision making. Since March's two models are often explicitly or implicitly linked to certain types of organizational settings-as reflected in an organization's formal structure, compliance and coordination mechanisms-this article particularly zooms in on the relationship between NGO decision-making processes and these settings. The theoretical framework is illustrated and discussed by means of an exploratory comparative case study of two international humanitarian NGOs: M,decins Sans FrontiSres Holland (MSF Holland) and Acting with Churches Netherlands (ACT Netherlands).</p>