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This chapter addresses the perceptions versus facts divide as the United States experiences an eruption of facts, opinions, and untruths in web-facilitated environments. It addresses how traditional and newer media undermine social justice and political inclusion in ways lingering beyond Donald Trump’s presidency. A competitive environment encouraging journalists to publicize rumor and gossip is addressed. The reliance of individuals on the personal experience of mental models, heuristics, and perceptions to separate fact from fiction is examined. Powerful influences of self-interest and political allegiance are explored. In the context of a deeply divided nation, libraries are seen as having the capability of implementing confidence-building measures to bridge the rift in their communities and organizations. The roles of information educators in advancing democracy through promoting useful theories and effective interlanguages are considered. The value of pragmatism, a philosophy promoting engagement in reformist projects possibly acceptable in conservative and mixed ideological environments is addressed. Economically advanced nations committed to equality and inclusion may find the US experience to be both a warning of potential roadblocks and a guide as to how such obstacles may sometimes be positively addressed.

Older workers represent an increasingly important source of labour for organisations. Irrespective of age, a worker needs the appropriate skills and knowledge to be productive and to help the organisation achieve its strategic objectives. However, in many organisations, older workers are less likely to be offered training opportunities than their younger compatriots. This is due, in part, to negative stereotypical assumptions about older workers by managers. Learning and training are influenced by an individual’s career span and motivation. As a person ages, their work-related needs will change. There is a shift from growing and developing their career to a focus on security, maintenance, emotional satisfaction and mastery. Cognitive change takes place during a person’s life, and a gradual decline in primary mental abilities can be expected, but the notions of general decline are simplistic and misleading. A person is able to learn at any age and the older worker is capable of adjusting to changes in work. Many people assume that older workers are homogeneous but this is not the case. There are significant differences between older workers and these differences need to be acknowledged and understood. The organisational culture will affect learning and training opportunities for older workers, as will the attitudes of managers to older employees. Learning and training for older workers will also be influenced by the national culture and, in this chapter, selected Asian countries are discussed. The chapter concludes by offering recommendations regarding learning and training for older workers in organisations.

As organizational misconduct, fraud and abuse increasingly make news headlines, public opinion is hardening against organizations that engage in illegal or unethical practices. Regulators are now acknowledging whistleblowers as frontline watchdogs, while governments are legislating to protect employees who report illegitimate conduct. However, many organizations are out of step: punishing or ignoring employees who speak up. These organizations run the risk that bad behaviour goes unchecked and that internal whistleblowers take their concerns outside the organization, creating reputational damage and potential legal ramifications. We argue that companies need to get back in step with society by encouraging employee voice as an early internal warning system to detect organizational misconduct. A five-step action plan is presented to enable management to create an ethical environment that encourages, trains and rewards employees to speak up openly about ethical concerns.

The tradition of medicine has until now been characterized by an aspiration to provide as complete as possible a service of care to the populations to which it owes responsibility. The same holds for nursing and caring practices, but the tradition is loosening. Despite the collective assumption that medical and nursing practice rests on solid grounds of knowledge and is framed by a caring ethos, change in practice not only has typically come about in a complex and diffuse fashion, but has also come along with sacrifices, losses and deficits.

As world society develops and nations become embedded in it, cultural patterns that began as properties of Western modernity diffuse to other areas. Individualism has long been noted as a unique feature of American nationalism (Arieli, 1964; Greene, 1993; Lipset, 1963, 1996). But both the spread of democracy and the declining legitimacy of dictatorship and racism after WW II opened the gates for forms of egalitarianism and individualism to spread transnationally (see Elliott & Lemert, 2006; Gaddis, 2005, p. 164ff). This chapter considers the consequences of this transformation.

The goal of this chapter is to both provide a sociological explanation for gender differences in risk-taking behavior and to explain how such gender differences in behavior may contribute to women’s underrepresentation at the top of hierarchies.

I synthesize relevant research findings from the fields of social psychology, economics, psychology, decisions science, and sociology.

I argue that risk-taking is a gendered action due to both prescriptive and descriptive gender stereotypes. The fact that risk-taking is a gendered action offers sociological insights as to why women take fewer risks than men. First, women may rationally choose to take fewer risks, given that risk-taking is less rewarding for them. Second, the aforementioned gender stereotypes may cause institutional gatekeepers to give women fewer opportunities to take risks.

Sociologists should care about this phenomenon because large rewards are attached to successful risk-taking behavior. Thus, if men as a group take more successful risks than women as a group – simply because they take more risks, and thus by chance experience more successful risks – then more men than women will experience upward mobility caused by risk-taking.

Gender differences in risk-taking behavior likely depress the upward mobility of women and are a contributing factor to the dearth of women in top positions. In this era of falling formal barriers and women’s educational gains, gender differences in risk-taking behavior are likely of increasing importance for understanding the inequalities in hierarchies in U.S. society.

This study investigates racial and ethnic patterns in perceived non-adherence among American White, Black, Hispanic, and Asian health care users, using data from a national sample of recent health care users (N=5,124). We estimated multivariate logistic regression models of perceived non-adherence for all respondents and by respondents’ race/ethnicity. The results revealed that Blacks and Hispanics respectively had 39 percent and 36 percent lower odds of perceived non-adherence compared to Whites, but the odds of perceived non-adherence were 91 percent higher among Blacks who reported having experienced racial/ethnic bias in health care when compared to other Blacks. Good physician–patient communication was associated with a 63 percent lower odds of perceived non-adherence among Whites and Hispanics. The results suggest that compared to Whites, Blacks and Hispanics are less, not more, likely to report perceived non-adherence.