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Effective magnitude (M') and effective threshold (T') are important because they try to express quantitatively a major aspect of electoral systems, namely the degree of squeeze they put on representation of small parties. Three relationships have previously been proposed between M' and T'. Of these, T'=75%(M'+1) is found here to have the most desirable characteristics. However, regardless of the precise equation used, a disturbing discrepancy is observed in the case of single-member districts: the effective threshold predicted is much too high, if applied nationwide. This points out a more general need to keep district-level and nationwide indicators carefully separate. An appendix proposes a new formula to find effective magnitude when district magnitudes within a country vary.

AbstractThis article examines the role of persuasion in mediation. Specifically, the author argues that mediation is at heart a persuasive process, and that mediation plays a key role in overcoming such deficits as trained incapacity and learned helplessness, which disable individuals when they try to resolve disputes. Identifying the persuasive mechanisms used in mediation is of the utmost importance to mediators. The role of consistency and commitment are examined as two primary devices used to persuade parties to resolve their disputes. Finally, the author proposes that a major difficulty in resolving value conflicts is the inability to use persuasion on people of divergent worldviews.

AbstractThe premise of this paper is that for effective diversity management, it is essential that an organization has in place factors that create effective structure, including workplace equality processes and programmes. In order to demonstrate this viewpoint, research was undertaken in a communications‐intensive firm by means of the extensive examination of documents and corroborative interviews. The findings were obtained by means of Beer's Viable Systems Model (1985). The research assumption was shown to be the case—the major finding indicates that effective diversity management is dependent on appropriate structures and systems to support the communication and implementation of arrangements to create and sustain workplace equality. Copyright © 2007 John Wiley & Sons, Ltd.

Abstract
The effective altruism movement (EA) is one of the most influential philosophically savvy movements to emerge in recent years. Effective altruism has historically been dedicated to finding out what charitable giving is the most overall-effective, that is, the most effective at promoting or maximizing the impartial good. But some members of EA want the movement to be more inclusive, allowing its members to give in the way that most effectively promotes their values, even when doing so isn't overall-effective. When we examine what it means to give according to one's values, I argue, we will see that this is both inconsistent with what EA is like now and inconsistent with its central philosophical commitment to an objective standard that can be used to critically analyze one's giving. While EA is not merely synonymous with act utilitarianism, it cannot be much more inclusive than it is right now.