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The purpose of this paper is to investigate the practice of comedians in relation to freedom of expression, so as to throw light on the issue of giving or avoiding offence.

The literature of comedy, newspaper coverage of comedy in the UK in 2008, observation of comedians in performance, and a small, informal interview programme with stand up comedians were used in the preparation of the paper.

Stand up comedians, despite their own sense that they defy restriction and popular perception of their material as often offensive, do monitor their material for potential offence. They assess the extent of offence and modify their performances in response. In some cases they apply personal formulae to this process.

The interview programme is too small to claim to be fully representative and is intended only to give an indicative view of the field.

Examination of comedians' practice has implications for information service institutions and the giving of access to potentially offensive content.

The paper may be the first study of comedy in an information science context and it contains implications for further studies that use comedy as an example of content, and creative practice to further develop understanding of information provision issues.

In this chapter, we examine narratives of inclusion and exclusion told by professional performers with lifelong impairments who are successfully leading “inclusive” lives in order to bring their voices and experiences to the attention of academics, educators, policy makers, and service providers. We draw on stories told during in-depth interviews with 10 disabled comedians conducted as part of a larger project on the complex seemingly paradoxical relationship between disability and humor. We take an interpretive approach to our data collection and analysis consistent with principles of the emancipatory tradition in disability studies. These performers clearly value the inclusive childhoods their families provided. As children, they were educated in inclusive settings and participated in a wide variety of activities – often centering on the performing arts. Their rich and varied experiences (even the negative ones) have provided both fuel for performance and confidence to push back against attempts by others to exclude them from social and professional life in the everyday world. Their inclusive childhoods, however, are not entirely without a downside. In many cases, they did not develop a sense of disability pride, or even a disability identity, until they had opportunities to interact with others who have impairments during the transition to adulthood. For children raised in more inclusive settings, a conscious effort to provide opportunities to engage with other children and adults with impairments may be an important adjunct to inclusion.

This book chapter reflectively explores the challenges of studying provocation, satire, bad taste and offence in stand-up comedy. The author’s sociological lens on the topic is situated within the broader field of humour studies, which is a relatively small yet creative and innovative field within the human, cultural and social sciences. This lost ethnographic project contains shelved and dormant interview data with a number of stand-up comedians, including the controversial and emotive late Bernard Manning and an early career Steve Coogan. The project also explores the author’s autoethnographic journey into rant poetry, as both a hobbyist and, on further reflection, a way of keeping the project informally but theoretically alive. The issues of censorship, political correctness and informed consent are key ones in the author’s confessional type analysis. Finally, the value and richness of loss, failure and resilience as marginalised yet significant and unacknowledged learning resources in our academic adventures are frankly discussed. The call here is for more lost ethnographic projects to be recognised and appreciated in academia.

Purpose: This chapter examines how two basic rights, freedom of expression, and the right to equality based on one’s dignity, reputation, and honor, were balanced in a case involving a stand-up comedian and an adolescent suffering from Treacher Collins syndrome. Methodology/Approach: The case is contrasted with Jürgen Habermas’ concept of the public sphere and with the intrinsic and utilitarian values that Canadian courts have attributed to free speech. Findings: Because the case was dealt with first in a human rights tribunal and then by a court of appeal, a number of considerations were overlooked in court proceedings: how laughter occurs; the broadening of Ward’s audience and its consequences; and Ward’s publicity strategy. These aspects are explored here to give a more complete picture of the case beyond the court decisions. Originality/Value: In Canada, freedom of expression is usually dealt with ordinary courts. A whole new avenue for dealing with this right is human rights bodies and tribunals. Contesting free speech in the name of defamation is being replaced by rights entrenched in human rights charters, such as the right to equality based on the preservation of one’s dignity, reputation, and honor.

This paper aims to present the case of Jón Gnarr's leadership as he served as a mayor of Reykjavík, the capital of Iceland. The authors’ view is that his leadership style illustrates a case study of how a “new” leadership style can emerge in times of crisis. Iceland was significantly affected by the financial crisis in 2008, which led to political and economic crises, which were fuelled by the public's anger and lack of trust. In 2010, Jón Gnarr and his new party, the Best Party, were unexpectedly elected. Before he became known as an unorthodox leader, he worked as a comedian. However, he influenced the discourse in politics in the country and raised trust in the system again while empowering the public managers and simplifying the system while downsizing it. This paper explores and sheds light on the leadership abilities that crises can birth.

This research uses qualitative methods. Seven in-depth interviews were conducted, and the interviewees included Jón Gnarr, three key political leaders who were in office at that time and three executive-level leaders from the city administration.

Evidence suggests that Jón Gnarr and his political party became a part of the political arena due to extreme social and economic factors, which might indicate the factors that can give rise to an unorthodox leader. At the same time, the research portrays the image of a leader that closely matches the theories of authentic leadership, and his leadership style at the time made a lasting impact. When Gnarr stepped into the role of mayor of Reykjavík, he used novel tactics. His political discourse was different; his manner with the public as well as within the system was different. When he became mayor, he demonstrated trust, respect and care as his underlying values. His unorthodox political behaviour appears to have empowered public officials. Thus, gradually, he inspired his followers to change their own communication style. He also addressed traditional political issues such as downsizing, mergers and financial undertakings.

Its limitation is that it is difficult to generalize based on one case.

The case can shed a light on how unorthodox leadership style can unlock the potential of empowering and trust in a traditional political system. Leaders who dare to be different can raise awareness of those who work within the system as well as the public.

This paper contributes to the understanding of authentic and unconventional leadership as an efficient vehicle in unusual circumstances in a public leadership position.

To discuss the time when an overuse of a marketing perspective for a product is detrimental to the best interests of society. In this case, using marketing to drive journalistic decision results in a poorly informed electorate in which a comedy program of admitted fake news provides more insight into the truth of politicians' statements than do actual television news shows.

The starting‐point is the fake news program on a comedy network, whose show host himself generated news during the election season with confrontations and criticisms of journalists who failed to do their reporting job.

The journalists, according to Stewart, have come to serve theater and the illusion of objectivity instead of the truth. When marketing drives journalism decisions, the public loses.

This abuse and misuse of marketing for news programming decisions lower the credibility of all news and information, and the dedicated journalists in the professions should take Jon Stewart's criticisms as a call to action. People from the USA need to be better informed about the world instead of having their own continued biases and misperceptions fed by pundits. At worst, this is a misleading selling of news as a commodity instead of informing the public.

Jon Stewart was right when he said to the NCC pundits, “You're killing us.” Fake news should not be more information‐driven than the news networks.

To explain how comedy can be effectively used in business.

Literature review covering: need for comedy; advantages of using comedy; applicability to business; tips for implementation; and contemporary examples.

There are two immediate benefits of applying comedy in a business setting. First, there is a natural physiological response experienced by both the sender and the receiver. Second, appropriate and effective use of comedy allows for a “humanizing” effect that creates a connection between the speaker and the audience. When applying comedy concepts to business, the speaker may utilize the three components of comedy or apply improvisation principles. However, the presenter should use comedy that is carefully calibrated and without using offensive material. If the individual is interested in applying comedy principles in business, it is recommended that they utilize one of three types of professional organizations that are available to help tailor messages to fit objectives.

The application of the ideas found in this article will help a speaker develop rapport with his/her audience, keeping them more alert and focused on what the speaker is desiring to communicate to them.

Comedy as a topic of business research inquiry for the purpose of improving productivity and performance has received very limited attention in relation to other topic areas. This article is intended to draw interest to this underappreciated subject for both additional research and practical management behavior.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Say what you like about IKEA, it attracts far more than its fair share of publicity – some of it self-generated, some of it triggered by customers, some of it part of comedians' stand-up routines, and most of it welcomed by a company which has, despite being the world's largest furniture retailer, even bigger ambitions

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.

Through analysis of a real-life situation in which societal kindness was activated, this chapter proposes that because kindness is rooted in antiquity, it is present in society and just needs to be activated. However, this kindness is lacking in organizations. Organizations need to frame their policies as kind so that kindness can be normalized.