From Personal Network to Institution Building: The Lifanyuan and the Formalization of Manchu-Mongol Relations

The Qing emperors, who ruled over China from 1644-1911, managed to bring large parts of Inner Asia under their control and extended the territory of China to an unprecedented degree. This paper maintains that the political technique of patronage with its formalized language, its emphasis on gift exchange and expressions of courtesy is a useful concept for explaining the integration of Inner Asian confederations into the empire. By re-interpreting the obligations of gift exchange, the Qing transformed the network of personal relationships, which had to be reinforced and consolidated permanently into a system with clearly defined rules. In this process of formalization, the Lifanyuan, the Court for the Administration of the Outer Regions, played a key role. While in the early years of the dynasty, it was responsible for collecting and disseminating information concerning the various patronage relationships with Inner Asian leaders, over the course of the 17th and 18th centuries its efforts were directed at standardizing and streamlining the contacts between ethnic minorities and the state. Through the Lifanyuan, the rules and principles of patronage were maintained in a modified form even in the later part of the dynasty, when the Qing exercised control in the outer regions more directly. The paper provides an explanation for the longevity and cohesiveness of the multi-ethnic Qing empire. Based on recently published Manchu and Mongolian language archival material and the Maussian concept of gift exchange the study sheds new light on the changing self-conception of the Qing emperors.

Building the capacity for learning and change through reflective conversation

Conversation is central to the process of organizational learning and change. Drawing on the notion of reflective conversation, we describe an action research project, "learning through listening" in Omega, a residential healthcare organization. In this project, service users, staff, members of management committees, trustees, managers, and central office staff participated in listening to each other and in working together towards building capacity for creating their own vision of how the organization could move into the future, according to its values and ethos. In doing so they developed ways of engaging in reflective conversation that enabled progress towards a strategic direction.

Coalition Formation in Parliament and during the Policy Process

In modern democratic systems, usually no single collective actor is able to decisively influence political decision-making. Instead, actors with similar preferences form coalitions in order to gain more influence in the policy process. In the Swiss political system in particular, institutional veto points and the consensual culture of policy-making provide strong incentives for actors to form large coalitions. Coalitions are thus especially important in political decision-making in Switzerland, and are accordingly a central focus of this book. According to one of our core claims - to understand the actual functioning of Swiss consensus democracy - one needs to extend the analysis beyond formal institutions to also include informal procedures and practices. Coalitions of actors play a crucial role in this respect. They are a cornerstone of decision-making structures, and they inform us about patterns of conflict, collaboration and power among actors. Looking at coalitions is all the more interesting in the Swiss political system, since the coalition structure is supposed to vary across policy processes. Given the absence of a fixed government coalition, actors need to form new coalitions in each policy process.