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Download Nation of Devils: Democratic Leadership and the Problem of by Stein Ringen PDF

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By Stein Ringen

Oxford collage political theorist Stein Ringen bargains a thought-provoking meditation at the artwork of democratic rule: how does a central authority convince the folks to just accept its authority? each executive needs to make unpopular calls for of its voters, from levying taxes to imposing legislation and tracking compliance to laws. The problem, Ringen argues, is that energy isn't adequate; the population also needs to be prepared to be led. Ringen addresses this political conundrum unabashedly, utilizing the U.S. and Britain as his leading examples, supplying sharp reviews and cogent analyses on how the tradition of nationwide obedience is created and nurtured. He explores the trails leaders needs to pick out in the event that they desire to govern by means of authority instead of energy, or, because the thinker Immanuel Kant positioned it, to “maintain order in a kingdom of devils.”

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The secret is institutional pluralism in spite of autocracy. Korea could grow economically because the state provided leadership and let that leadership work through a varied network of institutions. It could shift with relative ease from autocratic to democratic rule because the institutions a democracy needs to be able to operate were already in place. VISION AND RESTRAINT No easy comparison should be made between a turn-of-the-century democratic government in Britain and twenty-six years of authoritarian rule in Korea at an earlier stage.

It would for its crime policies have been better served by, for example, more support for families at the cost of less additional money in policing and prisons. On health care, there were two serious mistakes. As with criminal justice, it overestimated the effectiveness of reactive care, where it made most of its investments, and underestimated the need for public health and preventive measures, where it invested next to nothing. Also, health care spending was increased too much too quickly. The NHS had since its inception worked under strict budget discipline.

But also it does work with partners. What we see is not a state doing the job but a state co-opting others to get it done for it in some kind of togetherness, with give and take on both sides. The Korean rulers, certainly President Park, dealt with their own apparatus of government in much the same way. They set themselves up to be in charge. They hired people they trusted, purged those they disliked, promoted those who were faithful, and spied on those who were suspect. But then, on this understanding of who was in charge, they turned to 27 HOW TO DO IT WELL AND BADLY flattery.

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