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Advocates of restorative justice have recently argued that this reform movement is ideologically diverse, perhaps because the potential for program expansion and the realization of funding support is largely dependent on mainstream normative criminal justice system processes. This chapter examines the ideological underpinnings that shape restorative programming to the conclusion that restorative justice is philosophically liberal. The liberal agenda of the restorative justice paradigm is assessed in terms of implications for societal benefit, traditional justice system goals, and the future of restorative justice. Unintended and counterproductive consequences of the left-leaning nature of restorative justice are considered with particular emphasis on accountability. It is argued that the establishment of accountability-based theoretical research programs is necessary in order to further both theoretical and programmatic restorative justice initiatives.

A fundamental issue driving much of the current research is the design of the interface between humans and ROVs. Autonomous robots are sufficiently different from most computer systems as to require new research and design principles (Adams & Skubic, 2005; Kiesler & Hinds, 2004). Previous work on coordination between humans and automated agents has revealed both benefits and costs of automation for system performance (Parasuraman & Riley, 1997). Automation is clearly essential for the operation of many complex human–machine systems. But in some circumstances automation can also lead to novel problems for operators. Automation can increase workload and training requirements, impair situation awareness and, when particular events co-occur in combination with poorly designed interfaces, lead to accidents (e.g., Degani, 2004; Parasuraman & Riley, 1997).

The field of industrial-organizational psychology has been unable to convince business executives that our science is able to effectively predict who will become valuable managers, let alone that our knowledge leads to measurable economic returns. The academic literature provides little guidance to a practitioner looking for guidance in regard to leadership development. We believe that leadership is complex and therefore requires a complex model to understand it and in turn aid leadership selection and development. We recommend focusing on defining specific leadership skills according to a leader's responsibilities and expected results or work outcomes to build taxonomy of leadership roles and work outcomes. To demonstrate the business case for engaging our field's services, we propose our field would be aided by adopting some concepts of a discipline widely accepted by executives, total quality management (TQM). An example of how TQM can be applied to leadership selection and development is presented.

The great success of unmanned aerial vehicles (UAVs) in performing near-real time tactical, reconnaissance, intelligence, surveillance and other various missions has attracted broad attention from military and civilian communities. A critical contribution to the increase and extension of UAV applications, resides in the separation of pilot and vehicle allowing the operator to avoid dangerous and harmful situations. However, this apparent benefit has the potential to lead to problems when the role of humans in remotely operating “unmanned” vehicles is not considered. Although, UAVs do not carry humans onboard, they do require human control and maintenance. To control UAVs, skilled and coordinated work of operators on the ground is required.

Adapting to, creating, and managing change has become an unavoidable and even central part in today's organizations (Griffin, Neal, & Parker, 2007). At the external level, organizations are constantly seeking opportunities to identify and anticipate clients' needs, switch or expand into new markets, and establish or rearrange strategic alliances. At the internal level, they struggle with recruiting, retaining, and developing a healthy base of best talent, and reorganizing the structure of labor forces to match the organization's growing needs. The internal and external dynamics frequently intertwine, complicating the situations and creating competing demands; therefore, leaders are forced to understand, manage, and react quickly, innovatively, and effectively. Importantly, in order to grow business organically and sustainably, leaders are pressed to constantly identify and develop new products, processes, structures, and solutions. As revealed by Gonin, Napiersky, and Thorsell in their chapter of this volume, innovation has turned out to be one of the biggest challenges in times of crisis. All these challenges become more complex when organizational changes and innovations are conducted across national cultures. This has been illuminated by the three chapters in this volume, respectively focusing on: discussing issues in managing cross-border mergers and acquisitions (M&A), introducing useful tools to assist change initiatives, and tackling the innate paradoxes in engaging in innovative activities across cultures.