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Dilemma

About: Dilemma is a research topic. Over the lifetime, 16202 publications have been published within this topic receiving 250251 citations. The topic is also known as: Dilemna.


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Journal ArticleDOI
TL;DR: In this article, the authors conclude from a study of the situation in West Africa that a lack of broad-based participation in these strategies is not a major problem; rather, the real challenge lies in transforming the outcomes of participatory processes into policies that can be feasibly implemented.
Abstract: Participatory approaches are an increasingly prominent technique for designing agricultural strategies in sub-Saharan Africa. However, they are frequently criticised for either not involving enough stakeholders or limiting the scope of their participation. This article concludes from a study of the situation in West Africa that a lack of broad-based participation in these strategies is not a major problem; rather, the real challenge lies in transforming the outcomes of participatory processes into policies that can be feasibly implemented. It highlights why an emphasis on participation can sometimes result in disappointment amongst stakeholders and discusses a range of measures to help overcome this dilemma.

57 citations

Posted Content
01 Jan 1994
TL;DR: The concept of transaction costs are the costs of measuring what is being exchanged and enforcing agreements over time as mentioned in this paper, and they are all the costs involved in human interaction over time in the larger context of societal evolution.
Abstract: An economic definition of transaction costs are the costs of measuring what is being exchanged and enforcing agreements. In the larger context of societal evolution they are all the costs involved in human interaction over time. It is this larger context that I wish to explore in this essay. The concept is a close kin to the notion of social capital advanced by James Coleman (1990) and applied imaginatively to studying the differential patterns of Italian regional development by Robert Putnam in Making Democracy Work (1993). This essay, therefore, is a study in economic history which focuses on the costs of human coordination and cooperation through time which I regard as the key dilemma of societies past, present and future.

57 citations

Journal ArticleDOI
TL;DR: In this paper, three approaches to the nature of human rationality are considered: Daniel Kahneman and Amos Tversky on decision making, David Hume on causation, and Peter Strawson on morality.
Abstract: Three approaches to the nature of human rationality are considered: Daniel Kahneman and Amos Tversky on decision making, David Hume on causation, and Peter Strawson on morality. All are seen as deploring the state of rational thought and despairing of the human capacity for logic. Their implicit model of the perfectly rational human is explored with the help of Mr. Spock and found to be of doubtful value considered in terms of evolutionary survival, where "prejudgment" is essential to decision making under stress. The glimmerings of this insight are found in Hume's "therapeutic" solution to his existential dilemma, and a general argument is made-with the help of side glances at prototype theory, linguistics, categorical thinking, and archetypes-that rationality cannot be equated with "logic" as generally understood but rather consists of a series of pragmatic prejudgments of reality that have stood the test of natural selection. This leads to a reconstruction of the idea of "prejudice" from a negative to a mildly positive attribute, with examples drawn from Charles Lamb and Paul Robeson, and hence to the conclusion that prejudice is not a warpedform of thought but that thought is a particular form of prejudice.

57 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examine the "cultural dilemma" that women managers present from organizational, managerial and personal perspectives, and suggest that women can assist their situation by altering their mode of operation from a "victim" mentality to a "power" mentality.
Abstract: There is growing evidence in Australia that cultural factors are the final impediment to women′s progress into senior management. Examines the “cultural dilemma” that women managers present from organizational, managerial and personal perspectives. It is felt that women can assist their situation by altering their mode of operation from a “victim” mentality to one of a “power” mentality: by making up their minds whether they want to “share” power or get the male managerial culture to “yield” power; by making a concerted effort to close the nexus on the economic front; by educating chief executive officers as to imperative for cultural change; and by both using and supporting various government agencies and Equal Employment Opportunity Officers.

57 citations

Journal ArticleDOI

57 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20231,755
20223,399
2021483
2020491
2019527
2018490