James L. Ritchie-Dunham (born October 19, 1965) is Chief Strategist at the Institute for Strategic Clarity and Associate in the Psychology Department at Harvard University. His research focuses on increasing the clarity with which individuals and groups understand and act in the complex social systems in which they live.
Current research
Project: Collaborative Holistic Inquiry in Guatemala
*Research Team: Jim Ritchie-Dunham (co-steward), R. Scott Spann, Steve Waddell (co-steward)
*Research Focus: Specification of societal collaborative, holistic inquiry, its antecedents and consequences, with multiple stakeholders across governments, corporations, civil society, and global action networks
*Broader Impacts: Demonstration of: (1) the strategic probabilities in the seemingly impossible in societal collaboration; (2) the ability to hear and act with the voice of a broad, vulnerable collective, in deep conflict with its stakeholders; (3) the capacity of local leaders to lead these processes; and (4) the integration of efforts across global action networks
*Funding Support: CARE, GAN-Net, Institute for Strategic Clarity
*Current Status: The society-level project with CARE in Guatemala consisted in four visits from February 2004 to February 2005. This project is described in reports at the Institute for Strategic Clarity [(http://www.instituteforstrategicclarity.org/research.htm)]. The community-level project, focusing on a watershed in the Coatan region began in May 2007
Project: Ecosynomics
*Research Team: Sandy Hessler, Kimberly King, Jim Ritchie-Dunham (co-steward), Fred Simon (co-steward)
*Research Focus: Identifying, elaborating, and testing the axioms of collaboration. Building on the foundations of economics, ecosynomics provides the axioms for collaboration. While recognizing the bigger interplay of the cultural, political, and economic spheres, ecosynomics focuses initially on the axioms that influence the primary agreements driving individuals today.
*Broader Impacts: A world of harmonic stability, where people collaboratively contribute their unique gifts for the benefit of themselves and of the whole, is possible, within 40 years. The task taken up here is to shift the fundamental axioms underpinning current primary individual and collective agreements.
*Funding Support: Azima, Institute for Strategic Clarity.
Project: Mindfulness
*Research Team: Jim Ritchie-Dunham (co-steward), Ellen J. Langer (co-steward), Michael Pirson
*Research Focus: Re-integrating the mind and body, relating mindfulness to behavioral outcomes.
*Broader Impacts: Clear link between mindful interventions and outcomes, in preventive foot health, everyday meetings, strategy processes, and developmental systems thinking.
*Funding Support: Growing Edge Partners, Harvard University, Institute for Strategic Clarity, Institute for Preventive Foot Health.
Project: Strategy for Global Action Networks
*Research Team: Pieter Glasbergen, Kimberly King, Jim Ritchie-Dunham (co-steward), Steve Waddell (co-steward)
*Research Focus: A key part of a global action network's work is to create conversations among stakeholders in an issue (e.g., water, forests, youth employment, corruption), to identify the issue as a common concern, develop joint understanding, and support a virtuous cycle of activities to address the issue. We are interviewing 20 GAN leaders, as the basis for exploratory conversations among global leaders, leading to a Clarity Forum on this topic.
*Broader Impacts: Greater clarity about the power this new strategy has on its structure and governance, addressing questions such as: How does one engage a global conversation for action - recognizing it, making it explicit, engaging others in it, enacting it globally, and continuing to recognize it as it evolves? How do a GAN's structure, governance, and strategy nurture or debilitate its ability to steward the enactment of this evolving conversation?
*Funding Support: Anonymous donor, Copernicus Institute for Sustainable Development and Innovation, GAN-Net, Institute for Strategic Clarity.
*Reports: The following stories and commentaries are now available on-line.
**Stop TB Partnership (Anant Vijay) and Global Water Partnership (Gwynne Beris) with Commentaries (Patrice Barrat and Kimberly King)
*Research Team: Dacil Acevedo (co-steward), Luz Maria Puente (co-steward), Jim Ritchie-Dunham, Steve Waddell
*Research Focus: To create a deeper understanding on how to enrich a GAN's strategic global plan introducing the System Thinking principles using the "Managing from Clarity" framework.
*Broader Impacts: The multi-sectorial, multinational and multi-stakeholder nature of GANs brings a new type of complexity that requires Systems Thinking to better support the great challenges they face to truly impact social good and global development. Youth Employment Systems (YES) has offered to be the first GAN for this research project. YES will create a systemic action plan for Latin America, aligning the vision and strategy for the leaders in the region. The process will be documented and evaluated to see how can it be best applied to other GANs.
*Funding Support: Youth Employment Systems (YES), Institute for Strategic Clarity.
Project: Women's Empowerment through Microfinance
*Research Team: Kimberly King (co-steward), Luz Maria Puente, Jim Ritchie-Dunham (co-steward)
*Research Focus: Specification of "women's empowerment," its antecedents and consequences.
*Broader Impacts: Discover the methods of microfinance that will most empower the 200 million women that will receive microfinance in the next 10 years.
*Funding Support: Cleon and Jane Dunham Foundation, Institute for Strategic Clarity.
*Reports: Details are available on-line.
**Clarity Forum on Women's Empowerment wiki (including agendas, audios, transcripts, and commitments made in a global forum)
Recent field work
Jim works with leaders in organizations such as A.T. Kearney, Boehringer Mannheim, CARE, Grupo Bal, Grupo Nacional Provincial, Mexican Secretariat of Health, National Security Agency, Petróleos de Venezuela, Petróleos Mexicanos, Pfizer, Renaissance Worldwide, Royal Dutch/Shell, Texas Department of Health, Town of Vail, TXU, US AID, and World Bank. In addition to his consulting, Jim plays an advisory role, sitting currently on the board of directors of Modern Oil and Gas Systems, Pine Hill Waldorf School, THOR-LO, and Wimberley Art Institute, and previously on the board of the Society for Organizational Learning and Dynamic I-T.
Previous work
Previously he was a visiting scholar at the MIT Sloan School of Management, a professor of operations research and decision sciences at the Instituto Tecnológico Autónomo de México (ITAM), an advisor to the , and a petroleum engineer at Conoco. He has a Bachelor of Science in Petroleum Engineering from the University of Tulsa. He has a Masters of International Management from Thunderbird - The Garvin School of International Management. He has a Masters of Business Administration from the Escuela Superior de Administración y Dirección de Empresas (ESADE) in Barcelona. He has a PhD in Decision Sciences from the University of Texas at Austin.
Current research
Project: Collaborative Holistic Inquiry in Guatemala
*Research Team: Jim Ritchie-Dunham (co-steward), R. Scott Spann, Steve Waddell (co-steward)
*Research Focus: Specification of societal collaborative, holistic inquiry, its antecedents and consequences, with multiple stakeholders across governments, corporations, civil society, and global action networks
*Broader Impacts: Demonstration of: (1) the strategic probabilities in the seemingly impossible in societal collaboration; (2) the ability to hear and act with the voice of a broad, vulnerable collective, in deep conflict with its stakeholders; (3) the capacity of local leaders to lead these processes; and (4) the integration of efforts across global action networks
*Funding Support: CARE, GAN-Net, Institute for Strategic Clarity
*Current Status: The society-level project with CARE in Guatemala consisted in four visits from February 2004 to February 2005. This project is described in reports at the Institute for Strategic Clarity [(http://www.instituteforstrategicclarity.org/research.htm)]. The community-level project, focusing on a watershed in the Coatan region began in May 2007
Project: Ecosynomics
*Research Team: Sandy Hessler, Kimberly King, Jim Ritchie-Dunham (co-steward), Fred Simon (co-steward)
*Research Focus: Identifying, elaborating, and testing the axioms of collaboration. Building on the foundations of economics, ecosynomics provides the axioms for collaboration. While recognizing the bigger interplay of the cultural, political, and economic spheres, ecosynomics focuses initially on the axioms that influence the primary agreements driving individuals today.
*Broader Impacts: A world of harmonic stability, where people collaboratively contribute their unique gifts for the benefit of themselves and of the whole, is possible, within 40 years. The task taken up here is to shift the fundamental axioms underpinning current primary individual and collective agreements.
*Funding Support: Azima, Institute for Strategic Clarity.
Project: Mindfulness
*Research Team: Jim Ritchie-Dunham (co-steward), Ellen J. Langer (co-steward), Michael Pirson
*Research Focus: Re-integrating the mind and body, relating mindfulness to behavioral outcomes.
*Broader Impacts: Clear link between mindful interventions and outcomes, in preventive foot health, everyday meetings, strategy processes, and developmental systems thinking.
*Funding Support: Growing Edge Partners, Harvard University, Institute for Strategic Clarity, Institute for Preventive Foot Health.
Project: Strategy for Global Action Networks
*Research Team: Pieter Glasbergen, Kimberly King, Jim Ritchie-Dunham (co-steward), Steve Waddell (co-steward)
*Research Focus: A key part of a global action network's work is to create conversations among stakeholders in an issue (e.g., water, forests, youth employment, corruption), to identify the issue as a common concern, develop joint understanding, and support a virtuous cycle of activities to address the issue. We are interviewing 20 GAN leaders, as the basis for exploratory conversations among global leaders, leading to a Clarity Forum on this topic.
*Broader Impacts: Greater clarity about the power this new strategy has on its structure and governance, addressing questions such as: How does one engage a global conversation for action - recognizing it, making it explicit, engaging others in it, enacting it globally, and continuing to recognize it as it evolves? How do a GAN's structure, governance, and strategy nurture or debilitate its ability to steward the enactment of this evolving conversation?
*Funding Support: Anonymous donor, Copernicus Institute for Sustainable Development and Innovation, GAN-Net, Institute for Strategic Clarity.
*Reports: The following stories and commentaries are now available on-line.
**Stop TB Partnership (Anant Vijay) and Global Water Partnership (Gwynne Beris) with Commentaries (Patrice Barrat and Kimberly King)
*Research Team: Dacil Acevedo (co-steward), Luz Maria Puente (co-steward), Jim Ritchie-Dunham, Steve Waddell
*Research Focus: To create a deeper understanding on how to enrich a GAN's strategic global plan introducing the System Thinking principles using the "Managing from Clarity" framework.
*Broader Impacts: The multi-sectorial, multinational and multi-stakeholder nature of GANs brings a new type of complexity that requires Systems Thinking to better support the great challenges they face to truly impact social good and global development. Youth Employment Systems (YES) has offered to be the first GAN for this research project. YES will create a systemic action plan for Latin America, aligning the vision and strategy for the leaders in the region. The process will be documented and evaluated to see how can it be best applied to other GANs.
*Funding Support: Youth Employment Systems (YES), Institute for Strategic Clarity.
Project: Women's Empowerment through Microfinance
*Research Team: Kimberly King (co-steward), Luz Maria Puente, Jim Ritchie-Dunham (co-steward)
*Research Focus: Specification of "women's empowerment," its antecedents and consequences.
*Broader Impacts: Discover the methods of microfinance that will most empower the 200 million women that will receive microfinance in the next 10 years.
*Funding Support: Cleon and Jane Dunham Foundation, Institute for Strategic Clarity.
*Reports: Details are available on-line.
**Clarity Forum on Women's Empowerment wiki (including agendas, audios, transcripts, and commitments made in a global forum)
Recent field work
Jim works with leaders in organizations such as A.T. Kearney, Boehringer Mannheim, CARE, Grupo Bal, Grupo Nacional Provincial, Mexican Secretariat of Health, National Security Agency, Petróleos de Venezuela, Petróleos Mexicanos, Pfizer, Renaissance Worldwide, Royal Dutch/Shell, Texas Department of Health, Town of Vail, TXU, US AID, and World Bank. In addition to his consulting, Jim plays an advisory role, sitting currently on the board of directors of Modern Oil and Gas Systems, Pine Hill Waldorf School, THOR-LO, and Wimberley Art Institute, and previously on the board of the Society for Organizational Learning and Dynamic I-T.
Previous work
Previously he was a visiting scholar at the MIT Sloan School of Management, a professor of operations research and decision sciences at the Instituto Tecnológico Autónomo de México (ITAM), an advisor to the , and a petroleum engineer at Conoco. He has a Bachelor of Science in Petroleum Engineering from the University of Tulsa. He has a Masters of International Management from Thunderbird - The Garvin School of International Management. He has a Masters of Business Administration from the Escuela Superior de Administración y Dirección de Empresas (ESADE) in Barcelona. He has a PhD in Decision Sciences from the University of Texas at Austin.
The Lansing Model Railroad Club (LMRC) is an H0 scale-model railroad club located in Delta Charter Township, Michigan which is just west of Lansing.
History
1953 as the Lansing HO Model Railroad Club to distinguish themselves from a local O scale group called the Lansing Model Railroad Club. Initially, the Lansing HO Model Railroad Club met as a "round-robin" group where members would meet at each other's houses to work on model railroad layouts and discuss trains. The group soon found a home at a Cedar Street recreation center, in Lansing, and soon built their first layout. The Cedar Street residency did not last long and soon they were looking for a new home. The membership found two suitable locations which were small, rural Grand Trunk Western Railroad depots in Haslett and in Millett. The group chose Millett because most of the membership was closer to this depot. Meanwhile, the Grand Trunk Western Railroad soon demolished the Haslett depot.
In 1957, the club moved in the Millett depot and leased it from the railroad. The club then built their second layout which lasted until the early 1960s. At this time, the nearby Ralston Purina Company mill was expanding an industrial spur track and was right in the path of the club's Millett depot. The railroad threatened to tear down the structure if the club did not move it. Mrs Gladys Olds Anderson, daughter of Ransom E. Olds (founder of Oldsmobile and REO Motor Car Company), lived about two miles from the depot and used to board the train there. When Mrs. Olds Anderson heard the depot would be demolished, she donated a portion of her land to the club.
Now with property to move to, the club purchased the depot from the railroad for $12. In 1962, the depot was moved to its present location. Unfortunately, the move had its challenges. Neither the mover nor the club members realized that railroads did not build small depots in 1890 like houses were built in the 1950s. The railroad had laid a "foundation" of ties on the ground, built the building around it, and nailed tongue and groove
flooring down. The building was not connected to its floor. When the mover lifted the building, the floor fell out seriously damaging the layout, contents, and structure.
Once the depot was positioned in its current location, the monumental task of making the building usable began. A basement was hand dug by dedicated members and a new floor was built. External damage was repaired from the move and the building was shored up. Over the years, external changes to the depot including eliminating the back freight door, boarding up windows to control vandalism, and the addition of a furnace chimney. A third LMRC layout was constructed (second layout in the depot) in the late 1960s and the club was back in business.
Meanwhile, in 1968, the club incorporated with the state of Michigan as the Lansing Model Railroad Club after the O scale club went defunct.
In 1979, the third LMRC layout was torn down to make room for an improved fourth layout. The newest layout eliminated duckunders and added an improved elevated dispatch panel. This layout is in use today with several major scenic modifications since 1995.
In 2002, the club was recognized by the Internal Revenue Service (IRS) as a non-profit, tax-exempt organization.
Hogsback and Southern Railroad
The club's fictional railroad is called the Hogsback and Southern Railroad (H&S) and nicknamed "the Hogsback Route." It was created to show no bias to one particular railroad as the membership were fans of many different prototype railroads. The railroad's name origin is a mystery as there are several possible explanations. One explanation is that the first railroad was shaped like the back of a hog and nicknamed "the hogsback route." Another explanation, has the name coming from a geological rock formation called a hogsback which was located near Mason, Michigan. A third explanation has it come from a nickname of an interurban that once ran between Jackson, Michigan and Lansing.
The colors are blue (from the Grand Trunk Western Railroad) and gray (from the New York Central Railroad). The logo consists of a hog with a lantern in its nose, its tail wrapped around a flag, and steam locomotive on its back. The logo was designed by a club member in the 1950s.
In 2003, Accurail Inc. custom painted 50-foot H&S boxcars for the club's 50th anniversary.
Millett and Northern Railroad
The Hogsback and Southern Railroad also has an affiliate shortline called the Millett and Northern Railroad. Currently, only one locomotive is painted for this railroad. On the club layout, the gray line (indicated with gray colored ballast) is the Hogsback and Southern Railroad while the Millett and Northern Railroad is the black line (indicated with black colored ballast). The name originates from the locale and it's "north" of the Hogsback and Southern Railroad.
Layout
The current layout consists of two rail lines which include a black line and a gray line. Both lines are "bent dogbone" loops where trains make a return appearance and can run continuously. Layout features include the Summit area complete with industries, tall building, and the Rives depot. Glenwood yard area is the main switching yard. It also has more industries, a small city backdrop, a large roundhouse with turntable, and a diesel locomotive maintenance facility. The largest industry on the layout is the Brown and Childs coal mine located of the Millett and Northern Railroad Venzke Branch. Another layout scenic highlight is a canyon complete with a scratchbuilt truss bridge. All the layout scenes are set in the 1950s era.
The operating system is North Coast Engineering (NCE) Digital Command Control (DCC). Most throttles are wireless; however, a project is underway to allow for plug-in throttle stations.
Spectators can view the layout from a second story balcony. The dispatcher is also located on the second floor.
Board of Directors
The club is governed by president, vice president, treasurer, recording secretary, and corresponding secretary. All officers serve, on a voluntary basis, as the organization's Board of Directors.
Meetings and Events
The club meets every Thursday evenings with train operations on the last Thursday of each month. Business meetings are held on a quarterly basis. The club sponsors two public open houses and a train show/swap meet annually. One public open house is held in February (the weekend after Super Bowl) and another, in cooperation with the Woldumar Nature Center, on the last full weekend in September. The train show has been historically held in November at the Michigan State University Pavilion and is the organization's major fundraiser. Train show attendees can purchase new and used trains along with viewing modular model railroad layout in various scales.
Membership
Club membership is open to everyone over the age of 13. Dues are currently $6.00 (USD) a month ($60 per year) for members over age 18 and $3.00 (USD) a month ($30 per year) for ages 13-18.
History
1953 as the Lansing HO Model Railroad Club to distinguish themselves from a local O scale group called the Lansing Model Railroad Club. Initially, the Lansing HO Model Railroad Club met as a "round-robin" group where members would meet at each other's houses to work on model railroad layouts and discuss trains. The group soon found a home at a Cedar Street recreation center, in Lansing, and soon built their first layout. The Cedar Street residency did not last long and soon they were looking for a new home. The membership found two suitable locations which were small, rural Grand Trunk Western Railroad depots in Haslett and in Millett. The group chose Millett because most of the membership was closer to this depot. Meanwhile, the Grand Trunk Western Railroad soon demolished the Haslett depot.
In 1957, the club moved in the Millett depot and leased it from the railroad. The club then built their second layout which lasted until the early 1960s. At this time, the nearby Ralston Purina Company mill was expanding an industrial spur track and was right in the path of the club's Millett depot. The railroad threatened to tear down the structure if the club did not move it. Mrs Gladys Olds Anderson, daughter of Ransom E. Olds (founder of Oldsmobile and REO Motor Car Company), lived about two miles from the depot and used to board the train there. When Mrs. Olds Anderson heard the depot would be demolished, she donated a portion of her land to the club.
Now with property to move to, the club purchased the depot from the railroad for $12. In 1962, the depot was moved to its present location. Unfortunately, the move had its challenges. Neither the mover nor the club members realized that railroads did not build small depots in 1890 like houses were built in the 1950s. The railroad had laid a "foundation" of ties on the ground, built the building around it, and nailed tongue and groove
flooring down. The building was not connected to its floor. When the mover lifted the building, the floor fell out seriously damaging the layout, contents, and structure.
Once the depot was positioned in its current location, the monumental task of making the building usable began. A basement was hand dug by dedicated members and a new floor was built. External damage was repaired from the move and the building was shored up. Over the years, external changes to the depot including eliminating the back freight door, boarding up windows to control vandalism, and the addition of a furnace chimney. A third LMRC layout was constructed (second layout in the depot) in the late 1960s and the club was back in business.
Meanwhile, in 1968, the club incorporated with the state of Michigan as the Lansing Model Railroad Club after the O scale club went defunct.
In 1979, the third LMRC layout was torn down to make room for an improved fourth layout. The newest layout eliminated duckunders and added an improved elevated dispatch panel. This layout is in use today with several major scenic modifications since 1995.
In 2002, the club was recognized by the Internal Revenue Service (IRS) as a non-profit, tax-exempt organization.
Hogsback and Southern Railroad
The club's fictional railroad is called the Hogsback and Southern Railroad (H&S) and nicknamed "the Hogsback Route." It was created to show no bias to one particular railroad as the membership were fans of many different prototype railroads. The railroad's name origin is a mystery as there are several possible explanations. One explanation is that the first railroad was shaped like the back of a hog and nicknamed "the hogsback route." Another explanation, has the name coming from a geological rock formation called a hogsback which was located near Mason, Michigan. A third explanation has it come from a nickname of an interurban that once ran between Jackson, Michigan and Lansing.
The colors are blue (from the Grand Trunk Western Railroad) and gray (from the New York Central Railroad). The logo consists of a hog with a lantern in its nose, its tail wrapped around a flag, and steam locomotive on its back. The logo was designed by a club member in the 1950s.
In 2003, Accurail Inc. custom painted 50-foot H&S boxcars for the club's 50th anniversary.
Millett and Northern Railroad
The Hogsback and Southern Railroad also has an affiliate shortline called the Millett and Northern Railroad. Currently, only one locomotive is painted for this railroad. On the club layout, the gray line (indicated with gray colored ballast) is the Hogsback and Southern Railroad while the Millett and Northern Railroad is the black line (indicated with black colored ballast). The name originates from the locale and it's "north" of the Hogsback and Southern Railroad.
Layout
The current layout consists of two rail lines which include a black line and a gray line. Both lines are "bent dogbone" loops where trains make a return appearance and can run continuously. Layout features include the Summit area complete with industries, tall building, and the Rives depot. Glenwood yard area is the main switching yard. It also has more industries, a small city backdrop, a large roundhouse with turntable, and a diesel locomotive maintenance facility. The largest industry on the layout is the Brown and Childs coal mine located of the Millett and Northern Railroad Venzke Branch. Another layout scenic highlight is a canyon complete with a scratchbuilt truss bridge. All the layout scenes are set in the 1950s era.
The operating system is North Coast Engineering (NCE) Digital Command Control (DCC). Most throttles are wireless; however, a project is underway to allow for plug-in throttle stations.
Spectators can view the layout from a second story balcony. The dispatcher is also located on the second floor.
Board of Directors
The club is governed by president, vice president, treasurer, recording secretary, and corresponding secretary. All officers serve, on a voluntary basis, as the organization's Board of Directors.
Meetings and Events
The club meets every Thursday evenings with train operations on the last Thursday of each month. Business meetings are held on a quarterly basis. The club sponsors two public open houses and a train show/swap meet annually. One public open house is held in February (the weekend after Super Bowl) and another, in cooperation with the Woldumar Nature Center, on the last full weekend in September. The train show has been historically held in November at the Michigan State University Pavilion and is the organization's major fundraiser. Train show attendees can purchase new and used trains along with viewing modular model railroad layout in various scales.
Membership
Club membership is open to everyone over the age of 13. Dues are currently $6.00 (USD) a month ($60 per year) for members over age 18 and $3.00 (USD) a month ($30 per year) for ages 13-18.
Douglas William MacKenzie (born 2 June 1966 in Livingston, NJ), is an American economist. His work as an economist focuses on public economics, the history interwar years, and Globalization. His PhD dissertation was directed by Tyler Cowen. His MA thesis was directed by Steve Cunningham.
Education and career
MacKenzie earned a BA in Economics and Management Science at Kean University, an MA in Economics at the University of Connecticut, and a PhD in Economics at George Mason University. After earning his MA he taught economics as an instructor at Kean University. MacKenzie attended graduate school at Auburn University for one quarter, but transferred to George Mason after the Auburn PhD program was discontinued. Shortly after proposing his dissertation, he taught at Ramapo College for two years. MacKenzie defended his dissertation in December 2005, and then moved to SUNY Plattsburgh.
In the field of Public Choice Economics MacKenzie focuses largely on informational issues in the determination of public policies. Much of this work concerns the planning of capital investment projects. MacKenzie's dissertation contrasted the capital investment by public officials with capital investment in financial markets. Some of his more recent work focuses on the international aspects of the Great Depression. MacKenzie has also published some short papers on Globalization.
Selected works
* review of Globalization and its Discontents in Public Choice (2004).
* review of Outsourcing America in The American Journal of Economics and Sociology (2005).
* “Politics and Knowledge, Expectations Formation in Democracy”, presented at the Southern Economics Association, November 2005.
* review of Confessions of an Economic Hitman in The Journal of Applied Management and Entrepreneurship (2006).
* “Oscar Lange and the Impossibility of Economic Calculation”, Studia Economicze (2006).
* review of Supercapitalism in The American Journal of Economics and Sociology (2008).
* "The Use of Knowledge about Society”, The Journal of Economic Behavior and Organization (2008).
* “Social Dividends, Bureaucratic Rules, and Entrepreneurial Discretion”, Eastern Economic Journal (2008).
Education and career
MacKenzie earned a BA in Economics and Management Science at Kean University, an MA in Economics at the University of Connecticut, and a PhD in Economics at George Mason University. After earning his MA he taught economics as an instructor at Kean University. MacKenzie attended graduate school at Auburn University for one quarter, but transferred to George Mason after the Auburn PhD program was discontinued. Shortly after proposing his dissertation, he taught at Ramapo College for two years. MacKenzie defended his dissertation in December 2005, and then moved to SUNY Plattsburgh.
In the field of Public Choice Economics MacKenzie focuses largely on informational issues in the determination of public policies. Much of this work concerns the planning of capital investment projects. MacKenzie's dissertation contrasted the capital investment by public officials with capital investment in financial markets. Some of his more recent work focuses on the international aspects of the Great Depression. MacKenzie has also published some short papers on Globalization.
Selected works
* review of Globalization and its Discontents in Public Choice (2004).
* review of Outsourcing America in The American Journal of Economics and Sociology (2005).
* “Politics and Knowledge, Expectations Formation in Democracy”, presented at the Southern Economics Association, November 2005.
* review of Confessions of an Economic Hitman in The Journal of Applied Management and Entrepreneurship (2006).
* “Oscar Lange and the Impossibility of Economic Calculation”, Studia Economicze (2006).
* review of Supercapitalism in The American Journal of Economics and Sociology (2008).
* "The Use of Knowledge about Society”, The Journal of Economic Behavior and Organization (2008).
* “Social Dividends, Bureaucratic Rules, and Entrepreneurial Discretion”, Eastern Economic Journal (2008).
The Gloucestershire Gladiators are an American football team based at the University of Gloucestershire. At the 2007 BSAFA AGM, the Gladiators were voted in as full members of the British Collegiate American Football League, meaning they will compete in a full league season beginning Autumn 2007.
Team history was made on Sunday February 18th 2007 as the Gladiators took on Bristol Barracuda in their first ever match. Approximately 200 fans watched a 30-0 victory for Bristol at the Prince of Wales Stadium in Cheltenham. Two weeks later, the teams met again and once again Bristol came out winners, 14-0.
At the beginning of the 2009/10 season the Gladiators reached another milestone, as their first touchdown was scored by running back Chris Nash in a defeat to the Bath Killer Bees in a pre season scrimmage match.
The Gladiators recorded their first victory on the 21st of February 2010 as they beat Bath Spa University 20-14 at the Folley in Cheltenham.
Team history was made on Sunday February 18th 2007 as the Gladiators took on Bristol Barracuda in their first ever match. Approximately 200 fans watched a 30-0 victory for Bristol at the Prince of Wales Stadium in Cheltenham. Two weeks later, the teams met again and once again Bristol came out winners, 14-0.
At the beginning of the 2009/10 season the Gladiators reached another milestone, as their first touchdown was scored by running back Chris Nash in a defeat to the Bath Killer Bees in a pre season scrimmage match.
The Gladiators recorded their first victory on the 21st of February 2010 as they beat Bath Spa University 20-14 at the Folley in Cheltenham.