Thinking about global governance : why people and ideas by Thomas G. Weiss
By Thomas G. Weiss
Half 1: United countries, plus ça switch. Reinvigorating the overseas civil carrier (2010) -- How UN principles swap the realm (2010) -- What occurred to the assumption of global govt? (2009) -- relocating past North-South theatre (2009) -- global politics : continuity and alter in view that 1945 (2007) / with Sam Daws -- An unchanged protection Council : the sky ain't falling (2005) -- half 2: Non-state actors and worldwide governance. The 'third' United countries (2009) / with Tatiana Carayannis, and Richard Jolly -- Framing international governance, 5 gaps (2009) / with Ramesh Thakur -- Governance, stable governance, and international governance : conceptual and genuine demanding situations (2000) -- Pluralising international governance : analytical ways and dimensions (1995) / with Leon Gordenker -- half three: Humanitarian motion in a turbulent global. Political options and the accountability to guard -- The fog of humanitarianism : collective motion difficulties and learning-challenged enterprises (2007) / with Peter J. Hoffman -- The humanitarian impulse (2004) -- The sundown of humanitarian intervention? The accountability to guard in a unipolar period (2004) -- The politics of humanitarian rules : few sovereign outfits (2000) -- rules, politics, and humanitarian motion (1999) -- A learn observe approximately military-civilian humanitarianism : extra questions than solutions (1997)
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1 (2008): 1–12. 14 Thomas G. Weiss, David P. Forsythe, Roger A. Coate, and Kelly-Kate Pease, The United Nations and Changing World Politics, 6th ed. : Westview, 2010, 1st ed. 1994). 15 Thomas G. Weiss, What’s Wrong with the United Nations and How to Fix It (Cambridge: Polity Press, 2009). 16 Thomas G. C. Heath, 1975), xix. See also David Pitt and Thomas G. , The Nature of United Nations Bureaucracies (London: Croom Helm, 1986). 17 Due to my father’s death, I was unable to deliver the lecture at BISA.
For instance, former US congressman and later UN Development Programme (UNDP) administrator Bradford Morse and Canadian businessman Maurice Strong broke the rules of the feudal system when they headed the temporary Office for Emergency Operations in Africa in the mid-1970s. Their own experience, reputations, and independence permitted them to override standard operating procedures just as Sir Robert Jackson had done on numerous occasions. 29 No useful follow-up has resulted. Moreover, this long-standing proposal probably would not improve matters—enterprising and competent staff could take a payment and seek alternative employment while the real deadwood would remain.
As with efforts to achieve better gender balance, priority can be given to nationals of underrepresented regions by casting the net widely enough to draw fully qualified candidates from those backgrounds but without resorting to cronyism. It is a fallacy that quality must suffer while moving toward more diversity. The real requirement is to limit outside influence and the pressures for patronage—which come from donors, friends, and family members of candidates from developed and Third World countries alike.