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This paper aims to raise awareness of the ways in which faecal incontinence can impact the provision of dementia care by examining this through the lens of stigma.

This paper contains a scoping review of available literature relating to faecal incontinence, dementia and stigma.

Literature was organised into three themes: the origins of the stigma, the purpose of stigma and the care context.

Limitations of this paper include the lack of literature discussing faecal incontinence and dementia in relation to stigma.

Stigma regarding faecal incontinence has the potential to impact quality of life of people with a dementia and contributes towards the invisible work of unqualified care workers.

Stigma and faecal incontinence have only a small amount of research around them in residential dementia care.

The purpose of this paper is: first, to present a qualitative descriptive case study of the Mayo Clinic leadership and organization development philosophy and approach; second, to summarize a strategy for using intentional organization design as a foundation for culturally aligned physician leadership development and third, to describe the Mayo Clinic Leadership Model.

This manuscript is a qualitative descriptive case study of the Mayo Clinic leadership development philosophy and approach. The authors reviewed the organization design and leadership development programs of a leading healthcare institution. In the systematic appraisal, the authors sought to understand the key features and elements of team-based leadership development and the supporting organizational characteristics that guide development with the use of a customized institutional leadership model.

The authors identified four intentional characteristics of the multi-specialty group practice structure and culture that organically facilitate the development of leaders with the qualities required for the mission. The four characteristics are: patient-centered organizational design, collaborative leadership structure, egalitarian leader selection process and team-based development system. The authors conclude that organization culture and design are important foundations of leadership development. Leadership development cannot be separated from the context and culture of organizational design. Mayo Clinic’s organizational and governance systems are designed to develop culturally aligned leaders, build social capital, grow employee engagement, foster collaboration, nurture collegiality and engender trust. Effective organization design aligns the form and functions of the organization with leadership development and its mission.

This qualitative descriptive case study presentation and analysis offers a unique perspective on physician leadership and organization development in healthcare.

Relations between Indigenous women and the Australian women’s movement have never been easy. For some Aboriginal and Torres Strait Islander women the white women’s movement has seemed irrelevant to the real struggles in Aboriginal women’s lives, which have tended to be more politically aligned with Indigenous struggles more broadly. Many Aboriginal women have viewed white feminists as insensitive to their own role in Australia’s colonial history and the implications of this for contemporary intercultural relations. In response to such criticism, many white feminists have struggled with the challenge of effective cross cultural engagement and collaboration.

This chapter brings an intersectional analysis to bear in an effort to understand these challenges, developing a framing of agonistic processes of collective identity as a way of thinking about the potentially productive role of conflict in social movements. Through an examination of Indigenous and non-Indigenous responses to a particular policy framework, the chapter suggests that feminist interventions focussing on the negative, racist impacts of the policy have tended to neglect the gendered dimensions of the underlying problem. As a result these arguments risk neglecting (some) women’s lived experiences.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.

Few thoughtful men or women will deny, as we enter the last two decades of the twentieth century, that ours is truly an Age of Anxiety. Even in an America still uniquely stable and prosperous relative to much of the rest of the world, the general mood is no longer an optimistic one. For many of us the future appears clouded at best, perhaps laden with catastrophes. Clearly all of us are witnesses to, and in some cases participants in, a great turning point in human affairs. We thus find ourselves living in the end of one epoch while at the same time the rough outlines of a new civilisation come into view. Such momentous transformations of the social structure, economy and political landscape are invariably accompanied by, and often preceded by, major shifts of intellectual commitment. In other words, as our world has changed drastically in the twentieth century, basic patterns of thought and philosophical orientation have either reflected, or in some cases even helped to initiate, these changes. In the brief space allotted to us, we will attempt to present a sketch of the most important of these shifts in thought, always keeping in mind that because of the fact that we find ourselves in media res, these observations can be little more than fragmentary perceptions of a reality that has itself not yet been finalised.

The question of violence in hunter-gatherer society has animated philosophical debates since at least the seventeenth century. Steven Pinker has sought to affirm that civilization, is superior to the state of humanity during its long history of hunting and gathering. The purpose of this paper is to draw upon a series of recent studies that assert a baseline of primordial violence by hunters and gatherers. In challenging this position the author draws on four decades of ethnographic and historical research on hunting and gathering peoples.

At the empirical heart of this question is the evidence pro- and con- for high rates of violent death in pre-farming human populations. The author evaluates the ethnographic and historical evidence for warfare in recorded hunting and gathering societies, and the archaeological evidence for warfare in pre-history prior to the advent of agriculture.

The view of Steven Pinker and others of high rates of lethal violence in hunters and gatherers is not sustained. In contrast to early farmers, their foraging precursors lived more lightly on the land and had other ways of resolving conflict. With little or no fixed property they could easily disperse to diffuse conflict. The evidence points to markedly lower levels of violence for foragers compared to post-Neolithic societies.

This conclusion raises serious caveats about the grand evolutionary theory asserted by Steven Pinker, Richard Wrangham and others. Instead of being “killer apes” in the Pleistocene and Holocene, the evidence indicates that early humans lived as relatively peaceful hunter-gathers for some 7,000 generations, from the emergence of Homo sapiens up until the invention of agriculture. Therefore there is a major gap between the purported violence of the chimp-like ancestors and the documented violence of post-Neolithic humanity.

This is a critical analysis of published claims by authors who contend that ancient and recent hunter-gatherers typically committed high levels of violent acts. It reveals a number of serious flaws in their arguments and use of data.

This paper aims to reveal the marshalling of an emotion – loneliness – over time for the construction of relationships between advertisers and consumers between 1909 and 1934, paying attention to the shifting contexts in which these relationships were built, maintained and extended. It also draws attention to the ways in which advertising and marketing work in society, and advances the understanding of the development of consumer culture in Australia.

The paper uses textual analysis of letters from readers and editorial content published in the magazine over a 25-year period, supplemented by material from newspapers and memoirs.

The paper reveals how a women’s magazine marshalled the loneliness of Australian women, especially rural Australian women, to attach them to the magazine and its advertisers. Over 25 years, the magazine editors built a reservoir of trust between readers and the magazine. When the economy turned, this reservoir could be drawn upon to maintain reader attachment and maximise sales.

This paper examines the use of emotion in just one magazine. A comparative study would be beneficial to see whether this exploitation of emotion was widespread.

The paper suggests the importance of emotion as a tool for attaching consumers to brands and for maintaining that attachment through financial difficulties.

This paper supports the turn to the study of emotion in history and, specifically, in the development of consumer culture.

The British Government is driven by the concept of value for money and is seeking ways in which to fund projects in the public sector. In the defence sector, this is resulting in the formation of public‐private partnerships and a close working relationship between the Government and defence companies. As well as placing the UK’s defence capability within the context of national security, it also needs to be placed within the context of the Government’s foreign policy which is focused on international conflict prevention. The UK Government remains committed to encouraging international collaboration as this should witness technology transfer from the defence sector to the civil sector. Makes reference to nine factors which underlie collaboration in the defence sector and draws on the expertise of defence sector experts who provide insights into the defence industry. Refers to a postal survey which was undertaken in 1999 in order to establish which areas of defence management would receive increased attention in both the short term and the long term. Finally, highlights the Executive Intelligence Alliance Policy and Strategy (EIAPS) Charter which can be used by defence company personnel as a framework to develop long‐term working relationships with other defence companies, government departments and universities.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.