![]() The paper then goes on to explore the rationale underlying the utility of such models. Indeed, adjusting the model to test different assumptions is an important technique for its use. It is important to note that the attributes and sub-attributes used in the model are provided as examples only, and both the labels and the weightings can be readily changed. First an example of Analytical Hierarchy Process (AHP) is presented, illustrating the comparatively simple ranking process that can be used to break down complex subjective decisions. To illustrate how these models might help manage appointments in transitional administration, this article is presented in three parts. There may be hundreds or even thousands of such appointments in a transitional administration, with a wide range of powers and responsibilities (Chesterman, 2001). Political appointees might range from an interim president or chair of a transitional council to regional governors, mayors, or local police chiefs. This article will illustrate the use of multiple attribute models, specifically the Analytical Hierarchy Process (Saaty, 1984) to select political appointees for a transitional government. Therefore those who are charged with maintaining order and preparing the transition will have to find other ways to put the right person in each job. By definition, however, the normal mechanisms for elite recruitment, selection and empowerment will not be functioning (Macridis, 1986). Some of these authority figures will at first by military or civil servants of the international community or intervening powers, while others will be citizens of the conflict-affected country. Bias, which will always be present, is best dealt with by relying on a number of experts each of whom will be required to offer independent evaluations of candidates.Īny managed regime change requires new leadership to fill public positions of authority. The role of subjectivity in this process is unavailable. ![]() It is important to note at the outset that virtually all of the evaluations made will be based on subjective information. All of these conditions must be met if the process of replacement is to be managed in an expeditious and effective way. ![]() We describe an approach to assessing leadership candidates in a way that is rigorous, overt, and replicable. Candidates need to be evaluated for suitability according to their attributes, but this is an inherently subjective process, and raises questions about whose interests are served by the selection. A fundamental requirement for managed regime change is the identification of new leadership to fill public positions.
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