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However enticing the prospect of an integrated computer system and on‐line information, how many manufacturers are prepared for the ensuing revolution? Peter Ireland draws on one company's experience

The organising model of trade unionism, developed in the United States since the early 1990s, has been subject to a good deal of scrutiny. Accounts stemming from the AFL-CIO, or those close to it, are, unsurprisingly, enthusiastic and largely uncritical (Mort, 1998). On the left of American social thought, there are critics who contend that the changes wrought by the new leadership of the Federation are of little significance and charges that older forms of business unionism and class collaboration still dominate practice (Moody, 1999; Slaughter, 1999). Between these poles are a number of writers who are supportive, but have criticisms and concerns about aspects of the programme being developed by the AFL-CIO and amongst unions more generally. These issues range from union attitudes towards the Democrats (Brecher & Costello, 1999), through the lack of innovative tactics adopted to gain certification (Bronfenbrenner, 1997), to the absence of internal democracy (Benson, 1999). Questions have also been raised about the very adequacy of the organising model to address the problems facing the working class of America as a whole (Eisencher, 1999a).

Despite a decade of economic liberalisation, the police service has been largely spared any reform of its State monopoly position. Removed from the constant need to maintain a competitive edge which spurs the private sector, the police service has found itself undermined by the same problems as other State monopolies: high and rising costs, top‐heavy bureaucracy, a lack of flexibility and a propensity to favour ever greater increments in resourcing. New working practices and methods are slow to be implemented because of the inherent conservatism of the structure. There is now considerable pressure to review performance in terms of efficiency, effectiveness and value for money whilst providing a quality service.

This chapter highlights why, with the current situation in a VUCA world, governments should consider to ‘leave alone’ the educational policy for the prosperity of special education. One possible way is that governments should let the ‘economic invisible hand’ take on the arrangement of inclusive education and proceed without interference to induce educational competition and the effectiveness of inclusive education.