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Political science has become a dismal science for most of the world. In the proverbial third world, where most people live, the "physical quality of life" is often abysmal and liable to further deterioration. Steeped in "realism," political science foretells a future of dictatorial rule for most of those who face the prospect of increasing physical misery.

This paper examines the intersection of developmental idealism with China. It discusses how developmental idealism has been widely disseminated within China and has had enormous effects on public policy and programs, on social institutions, and on the lives of individuals and their families. This dissemination of developmental idealism to China began in the 19th century, when China met with several military defeats that led many in the country to question the place of China in the world. By the beginning of the 20th century, substantial numbers of Chinese had reacted to the country's defeats by exploring developmental idealism as a route to independence, international respect, and prosperity. Then, with important but brief aberrations, the country began to implement many of the elements of developmental idealism, a movement that became especially important following the assumption of power by the Communist Party of China in 1949. This movement has played a substantial role in politics, in the economy, and in family life. The beliefs and values of developmental idealism have also been directly disseminated to the grassroots in China, where substantial majorities of Chinese citizens have assimilated them. These ideas are both known and endorsed by very large numbers in China today.

In this volume a number of distinguished social scientists representing the disciplines of anthropology, sociology, psychology, economics, and political science, explore essential problems of developmental change against the theoretical background and empirical data of their own and related disciplines.Developmental change is here viewed under a broad perspective. The considerations range from the problems that arise when human beings are confronted by change, to investment planning and decision-making in a specific case against a background of general poverty and a high birthrate, to the prob

This essay is a critique of Paul Peterson's treatment of developmental politics in City Limits. In contrast with Peterson's view of the city as a utility-maximizing entity with a unitary interest in development around which consensus can be built and public action organized, we argue that conflict and the pursuit of particular interests are characteristic of the developmental arena in city politics. The consequences of development projects are often uncertain, and, as policy moves from general concept to operational reality, coalition building and conflict management become essential. Policy reflects these processes. With regard to the specifics of Peterson's argument, once a distinction is made between the politics of announcement and the politics of execution, Peterson's characterization of New Haven's Mayor Richard Lee as "able servant" of the city's unitary interest in development appears questionable. Similarly, on close examination, Peterson's depiction of Oakland's council-manager government as "inefficient slave" of that city's business-backed redevelopment program can also be challenged. The New Haven/Oakland comparison suggests that developmental policies are influenced by the political character of a community's governing coalition.

This article describes an educational intervention designed to promote the ability and willingness of MBA students to lead through coaching. MBA lead-ership students are trained to serve as coaches for undergraduate business students in a developmental assessment center. In this compelling context, their main source of influence is the ability to help. They have no power to evaluate or punish. MBA coaches have an opportunity to reflect on the activity of helping through writing assignments and discussions with faculty and other coaches. This work explores the developmental transitions required of managers if they are to effectively promote learning rather than compliance.