Beyond reform: Restructuring for more effective conflict intervention

Global Governance

Volumn 3, Issue 2, 1997, Pages 117-145

  Chayes, Antonia Handler ^a   Chayes, Abram ^a   Raach, George ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0031286384     PISSN: 10752846     EISSN: None     Source Type: Journal    
DOI: 10.1163/19426720-00302002     Document Type: Article

References (61)

1. Chester Crocker, in his introduction to John L. Hirsch and Robert B. Oakley, Somalia and Operation Restore Hope (Washington, D.C.: United States Institute of Peace, 1995), p. xi.
2. Karen A. Mingst and Margaret P. Karns, The United Nations in the Post-Cold War Era (Boulder: Westview, 1995), p. 149.
3. Jonathan Moore, The UN and Complex Emergencies: Rehabilitation in Third World Transitions (Geneva: UNRISD, 1996), p. 24.
4. Stanley B. Davis and Paul R. Lawrence, "Problems of Matrix Organizations," Harvard Business Review 56 (May/June 1978): 131-142; Richard E. Anderson, "Matrix Redux," Business Horizons 37 (November 1994): 6-10, 181-183.
5. Stanley B. Davis and Paul R. Lawrence, "Problems of Matrix Organizations," Harvard Business Review 56 (May/June 1978): 131-142; Richard E. Anderson, "Matrix Redux," Business Horizons 37 (November 1994): 6-10, 181-183.
6. Steven C. Wheelwright and Kim B. Clark, Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality (New York: The Free Press, 1992), pp. 151-160, 188-217.
7. Jay R. Galbraith, Designing Organizations: An Executive Brief on Strategy, Structure, and Process (San Francisco: Jossey-Bass, 1995), p. 103
8. Interview with Art Linden, director of the Joint Program Office, Sikorsky Aircraft, May 30, 1996; see also Bruce F. Kay, "Comanche Airframe Design: PDT Approach," Aerospace America 31 (April 1993): 22-24.
9. Interview with Art Linden, director of the Joint Program Office, Sikorsky Aircraft, May 30, 1996; see also Bruce F. Kay, "Comanche Airframe Design: PDT Approach," Aerospace America 31 (April 1993): 22-24.
10. Glen M. Parker, Cross-Functional Teams: Working with Allies, Enemies, and Other Strangers (San Francisco: Jossey-Bass, 1994), p. 10.
11. Organizational learning is described as a "process whereby management teams change their shared mental models of their company, their markets, and their competitors." Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday, 1990).
12. David K. Banner and T. Elaine Gagné, Designing Effective Organizations: Traditional and Transformational Views (Thousand Oaks, Calif.: Sage Publications, 1995), p. 384.
13. Wheelwright and Clark, Revolutionizing Product Development, pp. 153-154, 160-161.
14. Davis and Lawrence, "Problems of Matrix Organizations," pp. 131-142; Anderson, "Matrix Redux," pp. 6-10; Banner and Gagné, Designing Effective Organizations, pp. 181-183.
15. Davis and Lawrence, "Problems of Matrix Organizations," pp. 131-142; Anderson, "Matrix Redux," pp. 6-10; Banner and Gagné, Designing Effective Organizations, pp. 181-183.
16. Davis and Lawrence, "Problems of Matrix Organizations," pp. 131-142; Anderson, "Matrix Redux," pp. 6-10; Banner and Gagné, Designing Effective Organizations, pp. 181-183.
17. Karl Albrecht, The Northbound Train (New York: AMACOM, 1994), p. 15.
18. Jon R. Katzenbach and Douglas K. Smith, The Wisdom of Teams (Cambridge, Mass.: Harvard Business School Press, 1993), pp. 49-50.
19. Ibid., pp. 50-52.
20. Wheelwright and Clark, Revolutionizing Product Development, p. 185.
21. Interview with Robert Rosati, senior vice president, international, Pratt & Whitney, 30 May 1996.
22. Katzenbach and Smith, The Wisdom of Teams, pp. 55, 98-104.
23. Parker, Cross-Functional Teams, p. 94.
24. See Russell A. Eisenstat, "Fairfield Systems Group," in J. Richard Hackman, ed., Groups That Work (And Those That Don't): Creating Conditions for Effective Teamwork (San Francisco: Jossey Bass, 1991), pp. 171-177.
25. David Chaudron, "Organizational Development: How to Improve Cross-Functional Teams," Human Resources Focus 72, no. 8 (August 1995): 4; Wheelwright and Clark, Revolutionizing Product Development, pp. 175, 180.
26. David Chaudron, "Organizational Development: How to Improve Cross-Functional Teams," Human Resources Focus 72, no. 8 (August 1995): 4; Wheelwright and Clark, Revolutionizing Product Development, pp. 175, 180.
27. Parker, Cross-Functional Teams, pp. 82-83. For the use of self-directed teams for medical treatment, see Jack D. Osburn, Linda Moran, Ed Musselwhite, and John H. Zenger, Self Directed Work Teams: The New American Challenge (Homewood, Ill.: Business OneIrwin, 1990), p. 96.
28. Parker, Cross-Functional Teams, pp. 82-83. For the use of self-directed teams for medical treatment, see Jack D. Osburn, Linda Moran, Ed Musselwhite, and John H. Zenger, Self Directed Work Teams: The New American Challenge (Homewood, Ill.: Business OneIrwin, 1990), p. 96.
29. Katzenbach and Smith, The Wisdom of Teams, pp. 56-59.
30. Interview with Robert Rosati, Pratt & Whitney, 30 May 1996.
31. See especially, Banner and Gagné, Designing Effective Organizations, p. 278; Parker, Cross-Functional Teams, pp. 164-165. See also Galbraith, Designing Organizations.
32. See especially, Banner and Gagné, Designing Effective Organizations, p. 278; Parker, Cross-Functional Teams, pp. 164-165. See also Galbraith, Designing Organizations.
33. See especially, Banner and Gagné, Designing Effective Organizations, p. 278; Parker, Cross-Functional Teams, pp. 164-165. See also Galbraith, Designing Organizations.
34. Interview with Robert Rosati, Pratt & Whitney, 30 May 1996.
35. Parker, Cross-Functional Teams, pp. 163-165.
36. Ibid., pp. 50-51; Galbraith, Designing Organizations, pp. 67-70; Banner and Gagné, Designing Effective Organizations, pp. 178-179.
37. Ibid., pp. 50-51; Galbraith, Designing Organizations, pp. 67-70; Banner and Gagné, Designing Effective Organizations, pp. 178-179.
38. Ibid., pp. 50-51; Galbraith, Designing Organizations, pp. 67-70; Banner and Gagné, Designing Effective Organizations, pp. 178-179.
39. This has been called sapiential authority by Banner and Gagné, Designing Effective Organizations, pp. 30, 84, 178.
40. See Janet Webb and David Cleary, Organisational Change and the Management of Expertise (London: Routledge, 1994).
41. For a more complete analysis of "the leaders' new work," see Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday, 1990).
42. Christopher A. Bartlett and Sumantra Goshal, "Matrix Management: Not a Frame of Mind," Harvard Business Review 68 (July 1990): 142-143.
43. For example, the OSCE instituted a training program for prospective mission members for their Missions of Long Duration for the first time in 1996, although such missions were first instituted in 1991. Even then, training was paid for by the Swiss government, which served as chairman-in-office. See Diana Chigas, with Elizabeth McClintock and Christophe Kamp, "Preventive Diplomacy and the Organization for Security and Cooperation in Europe: Creating Incentives for Dialogue and Cooperation," in Abram Chayes and Antonia Handler Chayes, eds., Preventing Conflict in the Post Communist World: Mobilizing International and Regional Organizations (Washington, D.C.: Brookings Institution, 1996), note 81, p. 90.
44. Christine Cervanak, A Case Study of Organizational Interaction in El Salvador, 1991-1994 (Cambridge, Mass.: Conflict Management Group, Occasional Paper, 1996), pp. 80-86.
45. Alvaro de Soto and Graciana del Castillo, "Obstacles to Peacebuilding," Foreign Policy, no. 94 (spring 1995): 69-70.
46. Susan Woodward, Implementing the Peace in Bosnia and Herzegovina: A Post-Dayton Primer and Memorandum of Warning (Washington, D.C.: The Brookings Institution, 1996), p. 38.
47. See UN Charter, Articles 57, 63, 64.
48. The IASC is chaired by DHA and composed of DHA, UNDP, UNICEF, WFP, DPA, International Organization for Migration, with ICRC and the International Federation of Red Cross/Red Crescent, and International Committee for Volunteer Agencies participating as observers.
49. UN Charter, Article 71.
50. Although he must obtain the consent of the government, this is usually forthcoming without difficulty, since the government is loath to offend the parent organization, the OSCE.
51. See Chigas, with McClintock and Kamp, "Preventive Diplomacy and the Organization for Security and Cooperation in Europe," pp. 51-56.
52. Hirsch and Oakley, Somalia and Operation Restore Hope, pp. 67-69; Interviews with Ambassador Oakley, April 1996.
53. Hirsch and Oakley, Somalia and Operation Restore Hope, pp. 67-69; Interviews with Ambassador Oakley, April 1996.
54. See Woodward, Implementing the Peace in Bosnia and Herzegovina, and confidential interviews with U.S. and European officials, March 1996.
55. In his article, although the funds to achieve it were never adequate, Ambassador Yasushi Akashi adds economic reconstruction as one of the objectives in the field. See Akashi, "The Limits of UN Diplomacy and the Future of Conflict Mediation," Survival 37, no. 4 (winter 1995-1996): 83, 87-89.
56. DHA has a broad mandate to coordinate the activities of both UN and non-UN agencies reponding to humanitarian disasters of all kinds. Despite significant potential, its efforts have often fallen short of the mark because of inadequate financial and staffing resources, bureaucratic infighting among UN offices, resistance from external agencies and organizations, and lack of meaningful support from the major powers. See Roger A. Coate, ed., U.S. Policy and the Future of the United Nations (New York: The Twentieth Century Fund Press, 1994), pp. 10, 232-234.
57. David Rieff, "Whose Internationalism, Whose Isolationism?" World Policy Journal 13, no. 2 (spring 1996): 1-11.
58. Taylor Seybolt, International Response to the War and Genocide in Rwanda (Cambridge, Mass.: Conflict Management Group, Occasional Paper, 1996), pp. 22-24, 44.
59. Confidential interview with OSCE official, March 1996.
60. Confidential interview with UN official, March 1996; Noah Rubins, Organizational Interaction and Conflict in the Georgian Republic (Cambridge, Mass.: Conflict Management Group, unpublished paper, 1996).
61. Confidential interview with UN official, March 1996; Noah Rubins, Organizational Interaction and Conflict in the Georgian Republic (Cambridge, Mass.: Conflict Management Group, unpublished paper, 1996).