This special issue of Military Psychology reports behavioral, pharmacological, and toxicological science research on military performance as it is affected by chemical warfare agents (CWAs) and their pharmacological countermeasures. The papers in this issue are a diverse assembly; some very pharmacological in orientation, others driven by behavioral neuroscience. The unifying theme is the psychological consequences or organic syndromes that may be confused with consequences resulting from exposure to CWAs or use of their medical countermeasures.

An inspiring and thought-provoking new book that explains the power of applying reverse-engineering to all areas of your life, from a cycling champion who has proven its success. Dan Bigham is the captain of an amateur British track cycling team who rose from obscurity to beat professional, multi-million-pound teams at the highest level. Alongside hard work and dedication, Dan credits his success to one thing: reverse-engineering the result. In Start at the End, Dan uses his own story as well as wider examples and case studies from the worlds of business, personal development and other sports to demonstrate how this approach can help you succeed in any walk of life. Following each stage of the process, from setting goals and assessing your tools to developing the plan and delivering optimum performance, this book will fully explain how to set out and enact the system. A revolutionary new look at a powerful age-old wisdom, Start at the End is a fascinating exploration of how we can achieve success and proof that no goal is impossible. *** 'Start at the End isn't just a great story, but a really nice reminder of how to approach performance forensically, intelligently and purposefully - and that these lessons don't just belong in cycling but in all areas of high performance' Dr Josie Perry 'Phenomenal ... Absolutely fascinating ... Incredible stuff, really clever' Stephen Dixon, Sky News

Process safety management seeks to establish a multi-level system to assess, document, maintain, and inspect equipment and work practices integral in controlling highly toxic and/or reactive materials. In a highly engineered environment, any variance can set off a chain of events that increases the probability of a process safety incident as violent as an explosion. Human behavior is often the biggest source of this variance, but it can also be the biggest asset for process safety management. Process industries are looking to understand sources of behavioral variance and build better processes based on sound behavioral science. Because of this clear link between behavior and process safety performance, the behavior science community has been challenged to research the behavioral root causes leading to variation that threaten process safety; create and evaluate behavioral interventions to mitigate this variation; and identify the system factors that would influence the behaviors necessary to promote process safety. This book seeks to translate behavior analysis into practical systems that can help reduce human suffering from catastrophic process safety events. All of the chapters in this book were originally published in the Journal of Organizational Behavior Management.

First published in 1993. This book is intended for managers and occupational psychologists involved in the selection and assessment of the workforce. It details the history and development of the use of biographical data for both recruitment and promotion of employees. Grounded in relevant research literature, it offers a comprehensive analysis of the advantages and disadvantages of biodata in different contexts. It also includes examples of applications and recommendations for use, as well as examples of questionnaires. Written by experts, it represents a wide-ranging review of the contemporary research in the field. This work will be of interest to students of business and psychology.

'Organizational research methods' (ORM) are making an ontological turn by studying the nature of Being, becoming, and the meaning of existence in the world. For example, without ontology, there is no 'ground' and no 'theory' in Grounded Theory (GT). This book explores ten ways to develop fourth wave GT that is grounded and theory. 1st wave GT commits inductive fallacy inference, 2nd wave GT bandaids it with positivistic content coding. 3rd wave GT turns to social constructivism, but this leaves out the materiality and ecology of existence. The first three waves do not address falsification or verification. There is another theme. Qualitative research methods is a discipline craft, not mere science or something that automated text analysis software can displace. Quantiative narrative analysis (QDA) is one more way to colonize and marginalize indigenous ways of knowing (IWOK). Without an ontological turn, its the death of storytelling predicted by Walter Benjamin and Gertrude Stein predicted. The good news is Western Empirical Science is beginning to listen to IWOK-Native Science experiential living story method of relations not only to other humans but to other animals, plants, to living air, water, and earth in living ecosystem of an enchanted world There is a gap in the qualitative research methodology practices and comprehensive advanced approaches causing a split between practice and theory. So called Grounded Theory (inductive positivism) . Organizational Research: Storytelling in Action is about how to conduct ten kinds of ontological Research Methods and conduct their interpretative analyses, for organization studies, in an ethically answerable way. It is aimed at people who want a more 'advanced' treatment than available in so-called Grounded Theory or automated narrative analysis books.

Decision making plays a major role in virtually every theory of organizational behavior. However, decision theory has not provided organizational theorists with useful descriptions of how decisions are made, either by individuals or by individuals in organizations. The earliest offering came from economics in the form of the "normative" rational view of decision making. The underlying presumption was that decision makers are all striving to maximize return or minimize loss, that decisions are based upon unlimited information, and that they have the capacity to use the information efficiently. They know the options open to them and the consequences of pursuing one or another of those options. The optimal course of action is revealed by applying the appropriate analysis and choosing the most profitable option. The key concepts are rationality, analysis, orderliness, and maximization, and even a moment's thought demonstrates the gap between these concepts and real-life experience. From the viewpoint of organizational theory, the primary problem with the normative view of decision making, and by analogy with much behavioral decision research, is its reliance on the "gamble metaphor." That is, decisions are characterized as gambles in an effort to capture the inherent risk. This metaphor has the advantage of simplicity, but it is a flawed simplicity. This book is about a different kind of behavioral theory -- image theory. It is a psychological theory of decision making that abandons the gamble metaphor and the normative logic that the metaphor supports. Instead it sees decision making as guided by the beliefs and values that the decision maker, or a community of decision makers, holds to be relevant to the decision at hand. These beliefs and values dictate the goals of the decision. The point is to craft a course of action that will achieve these goals without interfering with the pursuit of other goals. The book begins with an overview of image theory that ou

Context and Cognition in Consumer Psychology is concerned with the psychological explanation of consumer choice. It pays particular attention to the roles of perception and emotion in accounting for consumers' actions and their interaction with the desires and beliefs in terms of which consumer choice is frequently analyzed. In this engaging book, Gordon Foxall extends and elaborates his theory of consumer action, based on the philosophical strategy of Intentional Behaviorism. In doing so, he introduces the concept of contingency-representation to explore the ways in which consumers mentally represent the consequences of past decisions and the likely outcomes of present consumption. The emphasis is on action rather than behavior and the manner in which the intentional consumer-situation, as the immediate precursor of consumer choice, can be reconstructed in order to explain consumer actions in the absence of the environmental stimuli required by behaviorist psychology. The result is a novel reaffirmation of the role of cognition in the determination of consumer choice. Besides the concept of contingency-representation which the author introduces, the analysis draws upon psychoanalytic concepts, theories of cognitive structure and processing, and the philosophy of perception to generate a stimulating synthesis for consumer research. The book will be of interest to students and researchers in consumer behavior and economic psychology and to all who seek a deeper interdisciplinary understanding of the contextual and cognitive interactions that guide choice in the market place.

This book is about mistakes and what we can learn from them. It faces up to, and explains how organizations can escape from 'blame cultures', where fearful conformance and risk avoidance lead to stagnation, to 'gain cultures' which tolerate and even encourage mistakes in the pursuit of innovation, change and improvement. Ending the Blame Culture was written as a result of systematic analysis of the content of over 200 accounts of real mistakes within businesses and organizations. This analysis provides both insight and understanding into the type of mistakes made, the context they were made in and how they helped learning and development. As a result the authors are able to distinguish between intelligent and undesirable mistakes: those which should be tolerated and those which must be avoided. The result is a book which gives sound advice on how individuals learn, practical measures that organizations can adopt to enhance learning through better management of mistakes, and the promotion of a culture which supports and fosters experimentation and risk taking.

Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1972 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

This edited book presents cutting-edge research looking at the role of multiple intelligence--cognitive (IQ), emotional intelligence, social intelligence--in effective leadership, written by the most distinguished scholars in the two distinct fields of intelligence and leadership. The synergy of bringing together both traditional intelligence researchers and renowned leadership scholars to discuss how multiple forms of intelligence impact leadership has important implications for the study and the practice of organizational and political leadership. This volume emanates from the recent explosion of interest in non-IQ domains of intelligence, particularly in Emotional Intelligence and Social Intelligence. Indeed, the leading EI and SI scholars have contributed to this book.
Research described in this book suggests that: (1) possession of multiple forms of intelligence is important for effective leadership; (2) researchers are just beginning to understand the breadth, depth, and potential applications of non-IQ domains of intelligence; (3) incorporating multiple intelligence constructs into existing leadership theories will improve our understanding of effective leadership; and (4) research on multiple intelligence has important implications for both the selection and training of future leaders.

"Leadership Development" explores how leaders gain and use self-knowledge for continuous improvement and career development and describes how leaders help themselves and the people with whom they work, understand themselves, and become more self-determined, continuous learners, and make the most of resources, such as feedback and coaching. This book explains why leaders need support for self-insight and professional growth in today's business environment. It explores dimensions of effective leadership in light of business, technological, and economic trends. Focusing on the importance of leaders developing accurate self-understanding, the book defines self-insight, outlines the meaning of internal strength and resilience for self-regulation, and considers how leaders attain a meaningful and realistic sense of self-identity.
This volume illustrates ways organizations support these psychological processes. Leadership development is viewed as a comprehensive, continuous process that includes evaluating organizational needs and individual competencies, setting goals for career development and performance improvement, offering needed training and growth experiences, providing feedback, and tracking change in behavior and performance over time. It describes how leaders react to feedback and how 360-degree feedback survey methods and executive coaching help leaders attain and apply self-insight to enhance their performance. In addition, this book considers challenges and opportunities for leadership development, including how leaders overcome career barriers and become continuous learners.

"Leadership Development" explores how leaders gain and use self-knowledge for continuous improvement and career development and describes how leaders help themselves and the people with whom they work, understand themselves, and become more self-determined, continuous learners, and make the most of resources, such as feedback and coaching. This book explains why leaders need support for self-insight and professional growth in today's business environment. It explores dimensions of effective leadership in light of business, technological, and economic trends. Focusing on the importance of leaders developing accurate self-understanding, the book defines self-insight, outlines the meaning of internal strength and resilience for self-regulation, and considers how leaders attain a meaningful and realistic sense of self-identity.
This volume illustrates ways organizations support these psychological processes. Leadership development is viewed as a comprehensive, continuous process that includes evaluating organizational needs and individual competencies, setting goals for career development and performance improvement, offering needed training and growth experiences, providing feedback, and tracking change in behavior and performance over time. It describes how leaders react to feedback and how 360-degree feedback survey methods and executive coaching help leaders attain and apply self-insight to enhance their performance. In addition, this book considers challenges and opportunities for leadership development, including how leaders overcome career barriers and become continuous learners.

Through the focus on organizational space, using the reception and significance of the seminal work on the subject by sociologist Henri Lefebvre, this book demonstrates why and how Lefebvre's work can be used to inform and elaborate organisational studies, especially in view of the current interest in the "socio-material" dimension of organisations. As the "spatial turn" in organisational research exposed the importance of spatial design in inducing power and cultural relations, Lefebvre's perspective has become an inspiring, theoretical framework. However, Organisational Space and Beyond explores how Lefebvre's work could be of a much wider relevance, especially given his profound theoretical engagement with diverse schools of philosophical and sociological thought, including Nietzsche, Marx, Sartre and Foucault. This book brings together a range of authors that collectively develop a broader understanding of Lefebvre's relevance to organizational studies, including areas of management concern such as strategy and diversity studies, and ultimately draw on Lefebvre's work to rethink, reimagine and reshape scholarship in organisational studies. It will be of relevance to researchers, academics, students and organizational professionals in the fields of organisation studies, management studies, cultural studies, architecture and sociology.

This book contains selected papers presented at the 1998 conference on Naturalistic Decision Making (NDM). The objectives of the conference were to:
*make American researchers more aware of NDM research being conducted abroad, particularly in Europe;
*connect NDM research with work in management and industry, to stretch beyond the military and paramilitary focus; and
*formulate a more explicit connection between NDM and expertise.
These objectives are reflected in the chapters of this volume.

This book contains selected papers presented at the 1998 conference on Naturalistic Decision Making (NDM). The objectives of the conference were to:
*make American researchers more aware of NDM research being conducted abroad, particularly in Europe;
*connect NDM research with work in management and industry, to stretch beyond the military and paramilitary focus; and
*formulate a more explicit connection between NDM and expertise.
These objectives are reflected in the chapters of this volume.

First published in 1986. Routledge is an imprint of Taylor and Francis, an informa company.

Evaluating and making decisions about other people are key aspects of doing business, especially for managers and human resource professionals. Industrial and organizational psychologists devise systematic methods to remove human errors in judgment, such as biases and stereotypes. However many decisions about people are not made by experts using standard procedures. Even when they are, human judgment is unavoidable.
This book examines the social psychological dynamics of person perception that underlie how people evaluate others in organizations. It contains original articles from leading experts in social, industrial, and organizational psychology. The book begins by examining basic principles and processes of social cognition and person perception, such as schemas, stereotypes, automatic/mindless information processing, the perceiver's motivation and affect, and situational conditions. It then applies these ideas to key areas of business operations.
Helping readers understand and develop ways to improve the way people assess and make decisions about others, this book:
* covers the interview, executive promotion decisions, and assessment centers;
* examines performance appraisals and multisource (360 degree) feedback ratings;
* addresses leadership cognitions, identifying training needs, coaching, and managing problem employees; and
* includes chapters on cultural sensitivity, negotiations, group dynamics, and virtual teams.

"Professions, Work and Careers" addresses some of the central themes that preoccupied the eminent sociologist Anselm Strauss. This collection is directed at sociologists concerned with the development of theory and graduate and undergraduate students in the sociology of work and the sociology of medicine. His approach is both thematic and topical. Straus examines organization, profession, career, and work, in addition to related matters such as socialization, occupational identity, social mobility, and professional relationships, all in a social psychological context. Because medicine is considered by many to be the prototype profession, Strauss effectively illustrates many of the points by allusion to nurses, chemists, hospitals, wards, and terminal care. The progression of ideas in these essays are a befitting source for the study of structure, interaction and process, other themes that occupied Strauss in his other research enterprises. As Irving Louis Horowitz noted at the time of Anselm Strauss's death in 1996: "Anselm was and remained a social psychologist of a special sort. He appreciated that what takes place in the privacy of our minds translates into public consequences for the social fabric. His statements on personal problems are invariably followed in quick succession by intensely sociological essays on close awareness, face-to-face interaction, and structured interactions. The subtext distinguishes sociological from psychiatric conventions, seeing everything from daydreams to visions in interactionist frames rather than as pathology. The implications of his explorations into the medical profession are stated gently, but carry deep ramifications, for the act of people treating each other compassionately, not less than professionally, is also an act of awareness. Treating the human person as a creature of dignity, when generalized, becomes the basis for constructing human society." The late Anselm Strauss was a pioneer in bridging the gap between theory and data in sociology. This collection of his works, available in paperback for the first time, will be a valuable resource for professionals and students interested in grounded social theory. Anselm L. Strauss was professor of sociology and chairman of the graduate program in sociology, University of California, San Francisco. He is the author of numerous books including "Creating Sociological Awareness" and editor of "Where Medicine Fails," both published by Transaction.

Interpersonal coordination is an important feature of all social systems. From everyday activities to playing sport and participating in the performing arts, human behaviour is constrained by the need to continually interact with others. This book examines how interpersonal coordination tendencies in social systems emerge, across a range of contexts and at different scales, with the aim of helping practitioners to understand collective behaviours and create learning environments to improve performance. Showcasing the latest research from scientists and academics, this collection of studies examines how and why interpersonal coordination is crucial for success in sport and the performing arts. It explains the complex science of interpersonal coordination in relation to a variety of activities including competitive team sports, outdoor sports, racket sports, and martial arts, as well as dance. Divided into four sections, this book offers insight into: the nature, history and key concepts of interpersonal coordination factors that influence interpersonal coordination within social systems interpersonal coordination in competitive and cooperative performance contexts methods, tools and devices for improving performance through interpersonal coordination. This book will provide fascinating insights for students, researchers and educators interested in movement science, performance analysis, sport science and psychology, as well as for those working in the performing arts.

What is it about the great negotiators? How is it they seem to manage to recover from disadvantageous positions? How do they adapt their approach to turn an unpromising start into a value creating deal? And why is it that they never seem to lose their appetite for negotiation? Some of this may be down to genes. There may genuinely be born negotiators but, as far as the rest of us go, it's down to preparation and knowledge; knowledge of how people think and how they behave. Tom Beasor's Great Negotiators is a collection of techniques that illustrate how the most successful negotiators think and behave. Good negotiators are always well prepared and there is a host of tips to help you prepare your strategy and your thinking before an important negotiation. There are also ideas to help you understand the philosophy behind your negotiating approach; to help you handle international negotiations; and to ensure every negotiation is a potential learning experience. Great Negotiators is a treasure trove of ideas from a highly successful international negotiator and trainer.

For too long, organizational scientists have not adequately attended to the problems of unethical behavior in organizations. This collection of essays provides the stimulus needed to help move the study of unethical behavior to center stage in the organizational sciences. It does so by posing provocative questions that not only entail a concern for understanding unethical behavior but that also strike at the very core of how and why organizations function as they do. The book addresses:
* the asymmetries in power and influence created by hierarchies that give rise to ethical problems;
* the tactics that might reduce the effectiveness of improper influence attempts; and
* how the inappropriate use of influence diffuses, for example, through a market.

'The purpose of this book is to trace the opposition and interaction of two main causes of change in the Nineteenth century: the belief in freedom which was common to Liberals and Radicals, and the necessity for organization which arose through industrial and scientific technique.' - Bertrand Russell
A revealing account by one of the twentieth century's greatest minds, charting the struggle between two determining forces in nineteenth century history: freedom and control.
Russell's text sweeps from the defeat of Napoleon and the Congress of Vienna to the lead up to the First World War. It is full of lively portraits, including Malthus, Mill, Bentham and Marx. Russell examines the founding of democracy in America and the struggle with slavery, and brings to life the ideas of Jefferson, Jackson and Lincoln.

In The Handbook of Existential Coaching Practice, Monica Hanaway presents a complete introduction to existential coaching, focusing on how coaches can incorporate key skills in all aspects of their practice. Practical and theoretical, the book explores how existential thought can offer a fresh re-orientation of coaching practice that embraces uncertainty, working towards a deeper understanding of the client's world and the challenges they face in the twenty-first century. This comprehensive guide is presented in two parts, bringing together theoretical coaching models and Hanaway's extensive practical experience. In Part 1, Hanaway begins by clearly exploring what is meant by existential coaching and places it in the context of contemporary coaching culture, illuminating the key philosophical elements of the existential coaching approach and the differences between existential coaching and existential psychotherapy. In Part 2, Hanaway draws from her own experience and presents case studies to demonstrate how coaches can build relationships with clients, enabling them to face existential dilemmas in their organisational and social life to become their authentic self. She introduces key existential concepts relating to authenticity, relatedness, freedom, responsibility, values and beliefs, and encourages the reader to explore how these are relevant to the coaching process. The book includes case studies, questioning and reflective exercises to encourage development of good practice and build the skills necessary all the way through a coaching relationship, from contracting to ending. This is the first guide of its kind, with Hanaway playing an instrumental role in the development and growth of existential coaching as well as designing the one of the world's first University-accredited MA programmes. It will be essential reading for coaches in practice and in training, as well as students and academics of applied philosophy and psychology.

The structure of the programme:There are two main guiding principles for the way in which the programme is organized:Firstly, the workbooks are grouped according to the Key Roles of Management.There are two core modules which focus on the personal skills required by all managers to help underwrite competence in all areas.Manage Activities describes the principles of managing the processes and activities of any organisation in its efforts to satisfy the needs of their customers.Manage Resources looks at the acquisition, control and monitoring of financial and other resources.Manage People looks at the principles of leadership, managing performance and developing people.Manage Information looks at the acquisition, storage and use of information for communication, problem solving and decision making.Together, these key roles provide a comprehensive description of the fundamental principles of management as it applies in all organisations.Secondly, the workbooks are grouped according to levels of management. The series is organised on two levels - representing different levels of management seniority and responsibility.Level 4 represents first line management. In accredited programmes this is equivalent to N/SVQ level 4, Certificate in Management or CMS. Level 5 is equivalent to middle/senior management and is accredited at N/SVQ level 5, Diploma in Management or DMS.Finally, the programme covers all of the knowledge and principles in respect of all units of competence in the MCI standards at levels 4 and level 5. These links are shown in the maps provided in the User Guide. The Programme is designed to satisfy the requirements of awarding bodies for qualifications in