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c_zhyli9rihts1 | Wolfgang Wickler | Career | Wolfgang_Wickler > Career | Although their books did not deny cultural influences on human behavior, they were reproached for taking these influences into consideration marginally, at most. It is extremely unusual that new editions several of his books continue to be published, decades after their first publications. In November 1997, the council of the Max Planck Society decided to close the Max Planck Institute for Behavioral Physiology, with the retirement of Prof. Wolfgang Wickler on November 30, 1999. |
c_b59pe7em2dsh | Wolfgang Wickler | Career | Wolfgang_Wickler > Career | Its ornithological research has been continued in the Max Planck Institute for Ornithology (in Erling-Andechs, Radolfzell and Seewiesen). Along with the former Bonn behavioral biologist, Hanna-Maria Zippelius, Wolfgang Wickler is one of the most aggressive critics of the instinct theory of his mentor, Konrad Lorenz. Wolfgang Wickler has been married to Agnes Oehm since 1956, has four grown children and is also active as an organist. |
c_kqjxq0ndlbl5 | Wolfgang Wickler | Selected publications | Wolfgang_Wickler > Selected publications | Wickler, W.: Mimikry. Nachahmung und Täuschung in der Natur. Munich: 1968. in German— Mimicry in Plants and Animals (Translated by R. D. Martin) McGraw-Hill, New York: 1968. |
c_porq0kpitvfy | Wolfgang Wickler | Selected publications | Wolfgang_Wickler > Selected publications | ISBN 0-07-070100-8Wickler, W.: Sind wir Sünder? : Naturgesetze d. Ehe. |
c_h6do961rm9aw | Wolfgang Wickler | Selected publications | Wolfgang_Wickler > Selected publications | With intro. by Konrad Lorenz. Munich: 1969. in German Wickler, W.: Antworten der Verhaltensforschung. |
c_zfp87z57bern | Wolfgang Wickler | Selected publications | Wolfgang_Wickler > Selected publications | Munich: 1970. in German Wickler, W.: Verhalten und Umwelt. Hoffmann und Campe Verlag, Hamburg: 1972. in German Wickler, W. and Seibt, U. (publ. |
c_jl3elxhy1gb7 | Wolfgang Wickler | Selected publications | Wolfgang_Wickler > Selected publications | ): Vergleichende Verhaltensforschung (Reader). Hamburg: 1973. in German Wickler, W.: Stammesgeschichte und Ritualisierung. Zur Entstehung tierischer und menschlicher Verhaltensmuster. |
c_gfl3vqzbga1s | Wolfgang Wickler | Selected publications | Wolfgang_Wickler > Selected publications | Munich: 1975. in German Wickler, W.: Die Biologie der Zehn Gebote. Warum die Natur für uns kein Vorbild ist. Munich: 1991 (new edition). |
c_otamecxyzs1f | Wolfgang Wickler | Selected publications | Wolfgang_Wickler > Selected publications | in German— The Biology of the Ten Commandments (Translated by David Smith) New York, McGraw-Hill: 1972). ISBN 0-07-073758-4.Wickler, W. and Seibt, U.: Das Prinzip Eigennutz. Zur Evolution sozialen Verhaltens. |
c_yh5exjbnvdwc | Wolfgang Wickler | Selected publications | Wolfgang_Wickler > Selected publications | Munich / Zurich: 1991 (new edition). in German Wickler, W. and Seibt, U.: Männlich Weiblich. Ein Naturgesetz und seine Folgen. |
c_4yfj5v6rseau | Wolfgang Wickler | Selected publications | Wolfgang_Wickler > Selected publications | Heidelberg / Berlin: 1998 (new edition). in German Wickler, W. and Seibt, U.: Kalenderwurm und Perlenpost. Biologen entschlüsseln ungeschriebene Botschaften. Heidelberg / Berlin: 1998. in German |
c_r4ynd6a4sghe | Khalifa Award for Education | Summary | Khalifa_Award_for_Education | Khalifa Award for Education is an educational award founded by Khalifa bin Zayed Al Nahyan, the President of the United Arab Emirates and the Ruler of Abu Dhabi. It includes all categories of those working in the field of education in the UAE and in the Arab world.it aims to release the potential capabilities of educators by creating an environment conducive to enabling educators to excel in an honest competition that releases their innovative capabilities and recognises their outstanding educational skills. The Award was founded under the patronage of Sheikh Khalifa bin Zayed Al Nahyan, the President of the United Arab Emirates, and thrives under the continuous follow-up of Sheikh Mohammed bin Zayed Al Nahyan, Abu Dhabi Crown Prince, Deputy Supreme Commander of the UAE Armed Forces, and the continuous guidance by Sheikh Mansour bin Zayed Al Nahyan, Deputy Prime Minister, Minister of Presidential Affairs and the Chairman of the Council of Trustees of the Khalifa Award for Education. |
c_mkhpl4fcaddu | Khalifa Award for Education | Summary | Khalifa_Award_for_Education | In line with these directions, the Award’s Council of Trustees, its Secretariat General and its Executive Committee decided to include all categories of those working in the educational field both within the UAE and in the wider Arab world. The Award shall include the following categories at the local level: General Education; Education for People with Special Needs; Creating Knowledge Networks; New Media and Education; Education and the Sustainable Environment; and Education and Community Service. There are five other general educational categories within the UAE and throughout the Arab world, namely: Higher Education; Educational Research; Projects and Innovative Educational Programmes, Educational Authoring for Children, and a Written Academic Work about the Patron of the Award, Sheikh Khalifa bin Zayed Al Nahyan, the President of the United Arab Emirates. The Award’s major objective is to motivate and promote the development of the educational field within the UAE, and in the Arab world at large, based on the conviction by the Award’s board and General Secretariat that both of these fields complements each other. Since its inception, the Khalifa Award for Education, as a pioneering institution, is committed to the promotion of excellence and a culture of innovation, and the celebration of distinguished skills within the educational field. |
c_oa64lmw93r0b | Trevor Paglen | Summary | Trevor_Paglen | Trevor Paglen (born 1974) is an American artist, geographer, and author whose work tackles mass surveillance and data collection.In 2016, Paglen won the Deutsche Börse Photography Foundation Prize and he has also won The Cultural Award from the German Society for Photography. In 2017, he was a recipient of a MacArthur Fellowship. |
c_5h4z4qr3fanw | Trevor Paglen | Early life and education | Trevor_Paglen > Early life and education | Paglen earned a B.A. degree in religious studies in 1998 from the University of California at Berkeley, a M.F.A. degree in 2002 from the School of the Art Institute of Chicago, and a Ph.D. in Geography in 2008 from the University of California at Berkeley.While at UC Berkeley, Paglen lived in the Berkeley Student Cooperative, residing in Chateau, Fenwick, and Rochdale co-ops. |
c_ftbvm82nodz7 | Trevor Paglen | Work | Trevor_Paglen > Work | Sean O'Hagan, writing in The Guardian in 2015, said that Paglen, whose "ongoing grand project the murky world of global state surveillance and the ethics of drone warfare", "is one of the most conceptually adventurous political artists working today, and has collaborated with scientists and human rights activists on his always ambitious multimedia projects." His visual work such as his "Limit Telephotography" and "The Other Night Sky" series have received widespread attention for both his technical innovations and for his conceptual project that involves simultaneously making and negating documentary-style truth-claims. The contrasts between secrecy and revelation, evidence and abstraction distinguish Paglen's work. With that the artist presents not so much "evidence" as admonitions to awareness.He was an Eyebeam Commissioned Artist in 2007. |
c_3eu49vp087pv | Trevor Paglen | Work | Trevor_Paglen > Work | In 2008 the Berkeley Art Museum devoted a comprehensive solo exhibition to his work. In the next year, Paglen took part in the Istanbul Biennial, and in 2010 he exhibited at the Vienna Secession.Autonomy Cube was a project by Paglen and Jacob Appelbaum which placed relays for the anonymous communication network Tor in traditional art museums.Paglen is featured in the nerd culture documentary, Traceroute (2016). Orbital Reflector was a reflective, mylar sculpture by Paglen intended to be the first "purely artistic" object in space. The temporary satellite, containing an inflatable mylar balloon with reflective surface, launched into space 3 December 2018.A mid-career survey in 2018–2019, Trevor Paglen: Sites Unseen, was a traveling exhibition shown at the Smithsonian American Art Museum in Washington DC and Museum of Contemporary Art San Diego.In September 2020, Pace Gallery in London held an exhibition of Trevor Paglen's work, exploring 'the weird, partial ways computers look back at us'.His work is included in the permanent collections of the San Francisco Museum of Modern Art, Columbus Museum of Art, and Metropolitan Museum. |
c_ps9oo5kxn1mh | Trevor Paglen | Experimental Geography | Trevor_Paglen > Work > Experimental Geography | Paglen is credited with coining the term "Experimental Geography" to describe practices coupling experimental cultural production and art-making with ideas from critical human geography about the production of space, materialism, and praxis. The 2009 book Experimental Geography: Radical Approaches to Landscape, Cartography, and Urbanism is largely inspired by Paglen's work. |
c_pdip13ebfmbq | Trevor Paglen | Publications by Paglen | Trevor_Paglen > Publications > Publications by Paglen | I Could Tell You But Then You Would Have to be Destroyed by Me. Brooklyn, NY: Melville House, 2007. ISBN 1-933633-32-8. Blank Spots on the Map: The Dark Geography of the Pentagon's Secret World. |
c_045jwtw3tdkz | Trevor Paglen | Publications by Paglen | Trevor_Paglen > Publications > Publications by Paglen | New York: Dutton, 2009. ISBN 9781101011492. Invisible: Covert Operations and Classified Landscapes, Photographs by Trevor Paglen. |
c_ry736lq6psrs | Trevor Paglen | Publications by Paglen | Trevor_Paglen > Publications > Publications by Paglen | New York: Aperture, 2010. ISBN 9781597111300. With an essay by Rebecca Solnit. |
c_ltsw7yg9pgry | Trevor Paglen | Publications by Paglen | Trevor_Paglen > Publications > Publications by Paglen | The Last Pictures. Oakland, CA: University of California, 2012. ISBN 9780520275003. |
c_a45avmxanus4 | Trevor Paglen | Publications by Paglen | Trevor_Paglen > Publications > Publications by Paglen | Trevor Paglen. London: Phaidon, 2018. ISBN 0714873446. With essays by Laren Cornell, Julia Bryan-Wilson, Omar Kholeif. |
c_ljl26b0d2qak | Trevor Paglen | Publications co-authored | Trevor_Paglen > Publications > Publications co-authored | Torture Taxi. Co-authored with A. C. Thompson. Brooklyn, NY: Melville House Publishing, 2006. ISBN 1-933633-09-3. Icon, 2007. ISBN 9781840468304. |
c_5zfv41di5qmq | Trevor Paglen | Publications with contributions by Paglen | Trevor_Paglen > Publications > Publications with contributions by Paglen | Experimental Geography - Radical Approaches to Landscape, Cartography, and Urbanism. Brooklyn, NY: Melville House, 2009. ISBN 978-0091636586. Edited by Nato Thompson. |
c_1hj9ib1rv4uw | Trevor Paglen | Publications with contributions by Paglen | Trevor_Paglen > Publications > Publications with contributions by Paglen | With essays by Paglen, Thompson, and Jeffrey Kastner. Trevor Paglen and Jacob Appelbaum - Autonomy Cube. Revolver, 2016. |
c_3l0anrwdgv5n | Trevor Paglen | Publications with contributions by Paglen | Trevor_Paglen > Publications > Publications with contributions by Paglen | ISBN 978-3957633026. Essays by Luke Skrebowski and Keller Easterling on Autonomy Cube, a piece of sculpture by Paglen and Jacob Appelbaum. In English and German. |
c_5hf7hogoli9o | Trevor Paglen | Exhibitions | Trevor_Paglen > Exhibitions | Paglen has shown photography and other visual works. Massachusetts Museum of Contemporary Art, North Adams, Massachusetts Andy Warhol Museum of Modern Art, Medzilaborce, Slovakia San Francisco Museum of Modern Art, San Francisco, CA Bellwether Gallery, New York, November–December 2006 The Other Night Sky, Berkeley Art Museum, 2008 A Compendium of Secrets, Cologne Still Revolution: Suspended in Time, Museum of Contemporary Canadian Art, Toronto, May–June 2009. Group exhibition with Paglen, Barbara Astman, Walead Beshty, Mat Collishaw, Stan Douglas, Idris Khan, Martha Rosler, and Mikhael Subotzky A Hidden Landscape, Aksioma, Ljubljana, Slowenia Geographies of Seeing, Lighthouse, Brighton, England, October–November 2012 The Last Pictures, New York, 2012–13 Trevor Paglen, Altman Siegel gallery, San Francisco, CA, March–May 2015 The Octopus, Frankfurter Kunstverein, Frankfurt am Main, 2015 Autonomy Cube, Edith-Russ-Haus, Oldenburg, Germany, October 2015 – January 2016. Sculpture by Paglen and Jacob Appelbaum. |
c_4tbxvo4r3pul | Trevor Paglen | Exhibitions | Trevor_Paglen > Exhibitions | Deutsche Börse Photography Foundation Prize 2016, The Photographers' Gallery, London, April–July 2016. Deutsche Börse Photography Prize shortlist with Paglen, Erik Kessels, Laura El-Tantawy, and Tobias Zielony. Radical Landscapes, di Rosa, Napa, February–April 2016 L’Image volée, Americas II, Bahamas Internet Cable System (BICS-1) and Globenet, Fondazione Prada, Milan (group exhibition), 2016 A Study of Invisible Images, Metro Pictures, New York, September–October 2017 |
c_bntuospsfgvb | Trevor Paglen | Awards | Trevor_Paglen > Awards | 2014: Pioneer Award from the Electronic Frontier Foundation. 2015: The Cultural Award from the German Society for Photography (DGPh) 2015: Academy Award as cameraman and director for the documentary film Citzenfour. 2016: Deutsche Börse Photography Foundation Prize 2017: MacArthur Fellowship, John D. and Catherine T. MacArthur Foundation, Chicago, IL 2018: Nam June Paik Art Center Prize |
c_d5qd255t7nms | Trevor Paglen | Works | Trevor_Paglen > Works | Free works of Trevor Paglen at Wikimedia Commons |
c_ajgna2hdviyp | Market for loyalties theory | Summary | Market_for_loyalties_theory | Market for Loyalties Theory is a media theory based upon neoclassical economics. It describes why governments and power-holders monopolize radio, satellite, internet and other media through censorship using regulations, technology and other controls. It has also been used to theorize about what happens when there is a loss of monopoly or oligopoly. |
c_g3yibumyl7cf | Market for loyalties theory | History and elements of the theory | Market_for_loyalties_theory > History and elements of the theory | The theory was originally developed in the 1990s by Monroe Price, professor of law at Cardozo Law School and professor of communication studies at the Annenberg School for Communication at the University of Pennsylvania. His theory explains media regulation in terms of a market with an exchange, not of cash for goods or services, but identity for loyalty. Price describes sellers as: "Sellers in the market are all those for whom myths and dreams and history can somehow be converted into power and wealth—classically states, governments, interest groups, business and others." Price illustrates buyers, medium of exchange, and their relationship: The "buyers" are citizens, subjects, nationals, consumers—recipients of packages of information, propaganda, advertisements, drama, and news propounded by the media. |
c_mewnck9vu9sf | Market for loyalties theory | History and elements of the theory | Market_for_loyalties_theory > History and elements of the theory | The consumer "pays" for one set of identities or another in several ways that, together, we call "loyalty" or "citizenship." Payment, however, is not expressed in the ordinary coin of the realm: It includes not only compliance with tax obligations, but also obedience to laws, readiness to fight in armed services, or even continued residence within a country. Finally, the concept of identity consists of a party platform, ideology, or national ideals and aspirations. |
c_r4maiw4hq9se | Market for loyalties theory | History and elements of the theory | Market_for_loyalties_theory > History and elements of the theory | It may be as ephemeral as the hope for a better future or as concrete as the desire for a national homeland. Identity is valuable to buyers as it contains both the legacy of their history and the promise of their dreams for the future (whether it is for wealth, a better life, or an education). The central idea is that governments and power-holders act in such a way as to preserve their control over the market. The theory was applied with respect to markets offering identity through various media—radio and satellite broadcasting and the internet. |
c_krmveav0ym6r | Market for loyalties theory | Market for loyalties and monopolies | Market_for_loyalties_theory > Market for loyalties and monopolies | When a monopoly or oligopoly over the flow of information is lost, the unavoidable consequence is destabilization. Market for Loyalties Theory predicts the consequences of loss of control through the application of the concept of elasticity. All other factors being equal, the less elasticity in the market prior to the loss of monopoly or oligopoly, the greater the destabilizing effect of the loss of such control. Four factors affect elasticity: the number of substitute products (or identities) in the market and their closeness to the good in question; effects from marginal consumers; complications from wholesale and retail marketing; and the temporal, informational, and transaction costs necessary for consumers to learn about and take advantage of competing products.Substitute goods consist of two items where "a rise in the price of one causes an increase in demand for the other." |
c_dae2ybyff0tz | Market for loyalties theory | Market for loyalties and monopolies | Market_for_loyalties_theory > Market for loyalties and monopolies | In 1926, Marco Fanno, an Italian economist, demonstrated that elasticity (and more importantly, stability) increase with additional substitutes. In the case of the Market for Loyalties, the more substitutes for "identity", and by implication the more competition of "identity" in the instance of oligopoly, the more elastic the demand curve and the less destabilizing a loss of monopoly or oligopoly over an information environment will have. Furthermore, as the number of competing messages of identity in the Market for Loyalties approaches infinity, the presence of any new message of identity should have infinitesimal effect. |
c_ukxpzyyxsb7w | Market for loyalties theory | Market for loyalties and monopolies | Market_for_loyalties_theory > Market for loyalties and monopolies | Thus, when the concept of elasticity is applied to Market for Loyalties Theory, it creates an argument supporting the broadest possible freedom of speech.A complete understanding of the economics underlying the loss of monopoly control over the market requires consideration of other factors of elasticity besides substitute goods. Additional consumers of identity, who were sidelined during prior periods of oligopoly. |
c_0sa9or04hidv | Market for loyalties theory | Market for loyalties and monopolies | Market_for_loyalties_theory > Market for loyalties and monopolies | For instance Shi'a were marginalized in Iraq from fully participating in society during Saddam Husein's regime, and the Shi'a presence after the fall of the regime would increase demand in the Market for Loyalties.Another important factor affecting elasticity in the Market for Loyalties and stability after loss of monopolized control is the presence of retail and wholesale markets. In Iraq the significance of tribalism, whereby loyalty could be sold "wholesale" had the effect of locking in the choices of individuals to their particular tribe. They simply were not free to choose their allegiances. |
c_5bmrxscrr8w1 | Market for loyalties theory | Market for loyalties and monopolies | Market_for_loyalties_theory > Market for loyalties and monopolies | The ultimate effect was to increase the inelasticity of the demand curve, thereby increasing the instability after the Market for Loyalties became more open following the removal of Saddam Husein's regime (the principal censor of information in the market).High transaction costs (the cost of switching loyalty) also can work to create a steep demand curve and instability following monopoly control. The cost of shifting identity with and loyalty to various tribes, political organizations, and religions can be quite high—resulting in a loss of family, friends and social standing and even trigger persecution. In an intolerant society, the high transaction costs of shifting one's identity and loyalty also operate to produce an inelastic demand curve and instability upon opening of a Market for Loyalties that had been previously constricted by monopoly or oligopoly.During the Arab Spring market for loyalties theory has been applied to explain why certain countries were more destabilized by events due to having a weaker information environment and the effect of the loss of monopoly control over that environment. This was especially true of Syria. |
c_8qj28jsv8kql | Organizational dissent | Summary | Organizational_dissent | Organizational dissent is the "expression of disagreement or contradictory opinions about organizational practices and policies". Since dissent involves disagreement it can lead to conflict, which if not resolved, can lead to violence and struggle. As a result, many organizations send the message – verbally or nonverbally – that dissent is discouraged. However, recent studies have shown that dissent serves as an important monitoring force within organizations. |
c_grnl7ixve1xl | Organizational dissent | Summary | Organizational_dissent | Dissent can be a warning sign for employee dissatisfaction or organizational decline. Redding (1985) found that receptiveness to dissent allows for corrective feedback to monitor unethical and immoral behavior, impractical and ineffectual organizational practices and policies, poor and unfavorable decision making, and insensitivity to employees' workplace needs and desires. Furthermore, Eilerman argues that the hidden costs of silencing dissent include: wasted and lost time, reduced decision quality, emotional and relationship costs, and decreased job motivation. Perlow (2003) found that employee resentment can lead to a decrease in productivity and creativity which can result in the organization losing money, time, and resources. |
c_nimc8onnws41 | Organizational dissent | Types of dissent | Organizational_dissent > Types of dissent | There are three types of dissent: articulated, latent, and displaced (Kassing, 1998). |
c_n4k3slszfn9j | Organizational dissent | Articulated | Organizational_dissent > Types of dissent > Articulated | Involves expressing dissent openly and clearly in a constructive fashion to members of an organization that can effectively influence organization adjustment. This may include supervisors, management, and corporate officers. |
c_r4gmhm3l0kbe | Organizational dissent | Latent | Organizational_dissent > Types of dissent > Latent | Employees resort to expressing dissent to either their coworkers or other ineffectual audiences within the organization. Employees employ this route when they desire to voice their opinions but lack sufficient avenues to effectively express themselves. |
c_bqiyoqd98ull | Organizational dissent | Displaced | Organizational_dissent > Types of dissent > Displaced | Involves expressing dissent to external audiences, such as family and friends, rather than media or political sources sought out by whistle-blowers. |
c_2liyqg0syy95 | Organizational dissent | Factors influencing dissent expression | Organizational_dissent > Factors influencing dissent expression | Kassing (1997) states there are three factors that influence which dissent strategy an employee will decide to use: Individual Relational Organizational |
c_zj692btzuv81 | Organizational dissent | Individual influences | Organizational_dissent > Factors influencing dissent expression > Individual influences | Individual influences concern qualities that employees bring to the organization, expectations they have acquired, and behaviors they enact within organizations. |
c_pm16by5qwy44 | Organizational dissent | Preference to avoid conflict | Organizational_dissent > Factors influencing dissent expression > Preference to avoid conflict | Roberto (2005) claims that employees may have a preference for avoiding conflict. Therefore, they find confrontation in a public setting uncomfortable. Individual's sense of powerlessness and senses of right and wrong are contributing factors (Kassing & Avtgis, 1999). |
c_mhemjnoiq8no | Organizational dissent | Verbal aggressiveness and argumentativeness | Organizational_dissent > Factors influencing dissent expression > Verbal aggressiveness and argumentativeness | Kassing and Avtgis (1999) demonstrated that an individual's verbal aggressiveness and argumentativeness influence the manner in which an individual will approach expressing dissent. Verbal aggressiveness involves attacking another person's self concept. This may include character attacks, competence attacks, ridicule, and threats. |
c_7l2bixgmy7pn | Organizational dissent | Verbal aggressiveness and argumentativeness | Organizational_dissent > Factors influencing dissent expression > Verbal aggressiveness and argumentativeness | Argumentativeness, on the other hand, is when an individual argues about controversial issues. Individuals will choose their strategy for expressing dissent based on the strength of their arguments. Kassing and Avtgis (1999) found an individual who is more argumentative and less verbally aggressive is prone to use articulated dissent. On the other hand, an individual who lacks argumentative skills will resort to using a less direct and more aggressive strategy, latent dissent. |
c_iisyb3cjmbti | Organizational dissent | Work locus of control | Organizational_dissent > Factors influencing dissent expression > Work locus of control | Work locus of control can also be a contributing influence. An individual with an internal locus of control orientation believes that they have control over their destiny. They feel the only way to bring about a desired outcome is to act. Individuals who see their lives as being controlled by outside forces demonstrate an external locus of control (Robbins, 2005). Kassing's (2001) study demonstrated that employees with an internal locus of control used articulated dissent whereas an employee with an external locus of control preferred to use latent dissent. |
c_27o4kceoor8o | Organizational dissent | Relational influences | Organizational_dissent > Factors influencing dissent expression > Relational influences | Relational influences include the types and qualities of relationships people maintain within their organization. Employee relationships Employees develop and maintain various relationships within organizations. These relationships can influence the choices employees make about expressing dissent. Employees may feel uncomfortable voicing their dissenting opinions in the presence of others because they feel the best way to preserve relationships is to keep quiet. |
c_v4eubscjv25s | Organizational dissent | Relational influences | Organizational_dissent > Factors influencing dissent expression > Relational influences | Homogeneous groups also place pressure on individuals to conform. Since many people fear being embarrassed in front of their peers, they can easily be lulled into consensus (Roberto, 2005). Superior–subordinate relationship The superior–subordinate relationship is an important relational factor. |
c_egz1a5kix7pd | Organizational dissent | Relational influences | Organizational_dissent > Factors influencing dissent expression > Relational influences | Employees who perceive they have a higher-quality relationship with their supervisors are more often to use articulated dissent. They feel their supervisors respect their opinions and that they have mutual influence and persuasion over the outcome of organizational decisions. Conversely, employees that perceive their relationship with their supervisor as low-quality will resort to latent dissent. |
c_fbvdk6uc3z0i | Organizational dissent | Relational influences | Organizational_dissent > Factors influencing dissent expression > Relational influences | They feel that there is no room to voice their opinions (Kassing, 2000). Management which models the use of articulated dissent contributes to the use of articulated dissent among its employees (Kassing & Avtgis, 1999). Subordinates who witness their supervisors successfully articulating dissent may be more likely and more willing to adopt similar strategies. However, a supervisor must keep in mind that expressing dissent can be very difficult and uncomfortable for lower-level managers and employees. Therefore, supervisors should not only take actions to encourage dissent, they must be willing to seek out individuals willing to say no to them (Roberto, 2005). |
c_qleiexdcxvkt | Organizational dissent | Organizational influences | Organizational_dissent > Factors influencing dissent expression > Organizational influences | Organizational influences concern how organizations relate to their employees. |
c_xw7joos1o7gm | Organizational dissent | Organizational norms | Organizational_dissent > Factors influencing dissent expression > Organizational influences > Organizational norms | Once an employee joins an organization, it is through assimilation that they learn the norms of the organization. Perlow (2003) states that organizations placing "high value on being polite and avoiding confrontation" can cause employees to be uncomfortable expressing their differences. Employees make assessments about motives and restraints when others dissent and use this knowledge to inform their own decisions about when and how to use dissent (Kassing, 2001). Furthermore, some corporate assumptions are accepted without questioning. For example, employees will defer to the expert's opinion (Roberto, 2005). |
c_5wjkljnov4eb | Organizational dissent | Organizational identification | Organizational_dissent > Factors influencing dissent expression > Organizational influences > Organizational identification | Organizational identification and workplace freedom of speech has an effect on an individual's choice of expressing dissent (Kassing, 2000). If an individual highly identifies himself or herself with the organization, they are more likely to use the dissent strategy that mirrors the organization's values. If the organization demonstrates it values dissent and promotes workplace freedom of speech, the highly identified employee will demonstrate articulate dissent. |
c_jg3jcpxd86ao | Organizational dissent | Openness | Organizational_dissent > Factors influencing dissent expression > Organizational influences > Openness | An organization that limits the opportunities for employees to voice their opinions, demonstrates contradictory expectations, and gives the perception that openness is not favored, will lead employees to select latent dissent strategies (Kassing & Avtgis, 1999). |
c_t4nywbto6g75 | Organizational dissent | Perceptions of organizational dissenters | Organizational_dissent > Perceptions of organizational dissenters | The perceptions of supervisors and coworkers can be used to further determine an individual's choice of dissent strategy. Employees will take notice of other dissenters and the consequences of their actions and will use this information to refine their "sense of organizational tolerance for dissent, to determine what issues merit dissent, and to inform their future dissent strategy choices" (Kassing, 2001). Kassing (2001) found that articulated and latent dissenters were perceived differently. People perceived articulated dissenters to be more satisfied, more committed, possess higher quality relationships with their supervisors, and seen as employees who believed they have influence within their organizations than latent dissenters. Furthermore, articulated dissenters, compared to latent dissenters, were perceived to be less verbally aggressive. |
c_lgn1w7eqo6pa | Organizational dissent | Triggering events | Organizational_dissent > Triggering events | Organizational dissent begins with a triggering event. This triggering event is what propels individuals to speak out and share their opinions about organizational practices or politics. An individual will consider the issue of dissent and whom it concerns before deciding what dissent strategy to use. |
c_rwpjyflhauvi | Organizational dissent | Triggering events | Organizational_dissent > Triggering events | The types of issues that cause employees to dissent vary. The majority of employees expressed dissent due to resistance of organizational change. Other factors include employee treatment, decision making tactics, inefficiency, role/responsibility, resources, ethics, performance evaluations, and preventing harm (Kassing, 2002). In addition to the dissent-triggering event, the focus of the issues can be relevant to how one expresses dissent. Kassing (2002) believed individuals may focus on improving matters within the organization that affect themselves (self-focused), they may focus on the welfare of the organization of the whole (other-focused) or they may focus on issues concerning their co-workers (neutral). |
c_3ibptiopi1qs | Organizational dissent | Articulated dissent | Organizational_dissent > Triggering events > Articulated dissent | An individual will use upward articulate dissent in response to functional and other-focused dissent-triggering events. Organizations are more attractive to upward articulate dissenting when it is in regards to functional aspects. This type of dissent gives the perception that dissenters are being constructive and are concerned with issues of "principle rather than personal-advantage". It allows the employee to signal their commitment to cooperative goals. |
c_towckjt5o7t0 | Organizational dissent | Latent dissent | Organizational_dissent > Triggering events > Latent dissent | Individuals may also express latent dissent in response to functional and other-focused dissent-triggering. They determine to use latent instead of articulate when they believe that management is not receptive to employee dissent. This indicates that individuals would use articulate dissent if they feel those channels are not available and accessible. Latent dissent is also used in protective dissent–triggering events. |
c_60me4hduvqvt | Organizational dissent | Displaced dissent | Organizational_dissent > Triggering events > Displaced dissent | Individuals will readily used displaced dissent regardless of the focus or triggering event. External audiences provide individuals with a low-risk alternative to express dissent. The downfall for organizations, however, is the loss of employee feedback. If an employee expresses their dissent to outsiders, the organization will not hear about it and will assume that less dissent exists within the organization. When an organization fails to address potential issues, employees may then view the organization as discouraging dissent and will resort to using either latent or displaced dissent in the future. |
c_1sjs068ubu3f | Organizational dissent | Benefits of upward dissent | Organizational_dissent > Benefits of upward dissent | In 2002, Kassing's research found upward dissent can be beneficial to both the organization and the individuals involved. |
c_bgh2slxcsvdh | Organizational dissent | Organizational benefits | Organizational_dissent > Benefits of upward dissent > Organizational benefits | Upward dissent serves as an important monitoring force and allows the organization to identify problems and issues before they become damaging. |
c_e39t83udc078 | Organizational dissent | Individual benefits | Organizational_dissent > Benefits of upward dissent > Individual benefits | Employees who express upward dissent seem more satisfied, to have better work relationships, and to identify with their organization. |
c_kxvr6hkcvpvm | Organizational dissent | Upward dissent strategies | Organizational_dissent > Upward dissent strategies | Not all organizations are designed to recognize and respond to employee dissent. Furthermore, employees consider expressing upward dissent as a "risky proposition". In several studies Kassing (1997, 1998) found that employees decided to express dissent by considering whether or not they will be perceived as constructive or adversarial, as well as the risk of retaliation associated with dissenting. In 2002, Kassing found that once an individual decides to strategically express dissent, they use five different categories: direct-factual appeal, repetition, solution presentation, circumvention, and threatening resignation. |
c_fsevw1kor6bk | Organizational dissent | Direct-factual appeal | Organizational_dissent > Upward dissent strategies > Direct-factual appeal | When an employee uses factual information derived from physical evidence, knowledge of organizational policies and practices, and personal work experience, they use the direct-factual appeal strategy. This strategy is considered active and constructive because the employees seek evidence and base their assumptions on facts, evidence, and first-hand experience. Employees avoid using verbal attacks and unsupported data. |
c_xns254bywiyu | Organizational dissent | Repetition | Organizational_dissent > Upward dissent strategies > Repetition | Repetition involves expressing dissent about a topic/issue repeatedly at different points in time. This strategy is often used when an employee feels nothing is being done to correct the original articulated problem/issue and feel that the issue warrants being repeated. The problem with this strategy is that repetition in a short period can be seen as destructive. Especially if the abbreviated time frame does not allow the supervisor enough time to respond. However, if repetition is used over an extended time period it may be considered active–constructive since it may serve as a reminder to the supervisor. |
c_cps1p6r5kwj7 | Organizational dissent | Solution presentation strategy | Organizational_dissent > Upward dissent strategies > Solution presentation strategy | The solution presentation strategy is deemed as active–constructive since an employee will provide solutions, with or without supporting evidence. This allows the supervisor to be receptive to the expressed dissent and indicates that effort has been put into solving the problem/issue. |
c_sruf14c2enlc | Organizational dissent | Circumvention | Organizational_dissent > Upward dissent strategies > Circumvention | If an employee feels their immediate supervisors are not responsive to dissent, they may employ the circumvention strategy. This entails the employee choosing to dissent to an audience higher in the organizational hierarchy. If an employee uses this strategy before giving their supervisor they opportunity to handle the situation first, this strategy can be deemed active–destructive. However, when used to express dissent regarding unethical practices it is considered active–constructive since the dissent is issue driven. |
c_ts6gqwy6auw5 | Organizational dissent | Threatening resignation | Organizational_dissent > Upward dissent strategies > Threatening resignation | Threatening resignation can also be seen as both active–constructive and active–destructive. This strategy involves the employee threatening to resign as a "form of leverage for obtaining responsiveness and action from supervisors and management." When used to express your concerns about unsafe and intolerable work conditions it is deemed constructive. However, this strategy will appear to be destructive when the managers view the threat as "antagonistic and unprincipled". |
c_6z1gags1rgw7 | Organizational dissent | Encouraging dissent in the workplace | Organizational_dissent > Encouraging dissent in the workplace | There are some "tricks" that leaders can utilize to develop their employees' attitudes, knowledge, and skills that are needed to foster constructive dissent. |
c_8x5uwfygyxbo | Organizational dissent | Change decision-making focus | Organizational_dissent > Encouraging dissent in the workplace > Change decision-making focus | Leaders should focus on "How I should make the decision" instead of "What decision should I make". In the end, if they perform the following steps the decision the leader should make will be obvious. |
c_ejfc565ufnv3 | Organizational dissent | Encourage constructive conflict | Organizational_dissent > Encouraging dissent in the workplace > Encourage constructive conflict | Leaders need to ensure that conflict remains constructive. That is, they must stimulate task-oriented disagreement and debate while trying to minimize interpersonal conflict. Eilerman (2006) claims that the way conflict is handled will determine whether the outcome is constructive or destructive. According to Roberto (2005) leaders can create constructive conflict by taking concrete steps before, during, and after a critical decision process. |
c_6rb5q4y6td3b | Organizational dissent | Establish ground rules | Organizational_dissent > Encouraging dissent in the workplace > Establish ground rules | Before the process begins, leaders can establish ground rules for how people should interact during the deliberations, clarify the role that each individual will play in the discussions, and build mutual respect. Asking individuals to role play or to become the devil's advocate ahead of time can help reduce affective conflict while also stimulating constructive conflict (Roberto, 2005). Macy and Neal (1995) claim that since the role of the devil's advocate is to present convincing counterarguments and to challenge the main position, its benefit lies in the fact that it automatically builds conflict into the decision-making process. |
c_yckywqmj403q | Organizational dissent | Intervene when necessary | Organizational_dissent > Encouraging dissent in the workplace > Intervene when necessary | During deliberations, leaders can intervene when debates get heated. They might redirect people's attention and frame the debate in a different light, redescribe the ideas and data in novel ways so as to enhance understanding and spark new branches of discussion or may revisit ideas in hopes of finding common ground (Roberto, 2005). Deutsch and Coleman (2000) explain that reframing allows conflicting parties to see themselves as being in a collaborative, while producing a positive atmosphere that is conductive to creativity and one that increases the potential solutions available. |
c_f8sjgss59yy0 | Organizational dissent | Reflect on the process | Organizational_dissent > Encouraging dissent in the workplace > Reflect on the process | After a decision process ends, leaders should reflect on the process and try to derive lessons learned regarding how to manage conflict constructively. Since reflections can lead to new insight, individuals must take time to critically assess the experience. They also must address and repair any hurt feelings and damaged relationships that may not have been apparent during the process itself. If these relationships are not repaired, trust could be lost which could negatively affect the effort of the next collaboration. Additionally, leaders should celebrate constructive conflict management and help others to remember the success of the process (Roberto, 2005). |
c_jmpwz0k7c9yr | Organizational dissent | Establish a supportive climate | Organizational_dissent > Encouraging dissent in the workplace > Establish a supportive climate | Bennis (2004) emphasizes that corporate leaders must promise their followers that they will never be devalued or punished because they express dissent. All too often in the past, organizations would marginalize or terminate any employee who voiced an opposing view. Additionally, leaders should reward dissent and punish conflict avoiders. Anyone who clearly withholds a dissenting view only to obstruct the implementation later should be held responsible. |
c_dwop656x62pr | Organizational dissent | Establish a supportive climate | Organizational_dissent > Encouraging dissent in the workplace > Establish a supportive climate | When leaders establish a climate of openness, they make constructive conflict a habit in the organization and develop behaviors which can be sustained over time. Kassing's (2000) research found that when leaders emphasize workplace freedom of speech, employees openly and clearly express dissent to audiences that are responsible for "organizational adjustment". However, for leaders to ensure this type of sustainability, they need to not only change the way they make decisions, but they must develop a pipeline of leaders who approach decision-making differently (Roberto, 2005). |
c_zctov3ekcp3f | Organizational dissent | Situations that may undermine a leader's efforts | Organizational_dissent > Situations that may undermine a leader's efforts | Even if a leader takes all the steps indicated above they must be aware of four situations that can undermine their efforts (Roberto, 2005). |
c_x71ck1t1154e | Organizational dissent | Crowding out response time | Organizational_dissent > Situations that may undermine a leader's efforts > Crowding out response time | Leaders should avoid crowding out opportunities to respond or discuss policies. Overloading an agenda can decrease the amount of time that is available for an individual to express their view. |
c_5ikl21dv8ezc | Organizational dissent | Appointing the same devil's advocate every time | Organizational_dissent > Situations that may undermine a leader's efforts > Appointing the same devil's advocate every time | Employing the same person as devil's advocate can cause the view that it is an "empty ritual". It is seen as being done for procedural reasons instead of seeking dissenting views. |
c_pxzwmfc6v4u7 | Organizational dissent | Allowing too much time for subgroups | Organizational_dissent > Situations that may undermine a leader's efforts > Allowing too much time for subgroups | Leaders should not allow employee subgroups to have too much time before coming together as a group. Doing so can cause the employees to become attached to an argument and as a result they may not be open to other ideas. |
c_x1pqie91zofi | Organizational dissent | Focusing on qualitative data | Organizational_dissent > Situations that may undermine a leader's efforts > Focusing on qualitative data | Leaders should avoid focusing on qualitative data. The employees may become more focused on the data than the real issue(s). |
c_d3ovgifu5z6u | Organizational dissent | Whistle-blowing | Organizational_dissent > Whistle-blowing | Whistle-blowing is a subset of dissent. It involves the expression of dissent to external organizations such as media and political avenues that have the power to take corrective action. Kassing (2000) believes that the whistle-blowing process begins at the superior–subordinate relationship. If a superior response to an employee's effort to dissent is negative this may cause the employee to seek other avenues of dissent. |
c_cdq3jvl7f3c7 | Organizational dissent | Whistle-blowing | Organizational_dissent > Whistle-blowing | In fact, evidence indicates that only as a last resort do the dissendents finally go public with their tales (Bennis, 2004, Kassing, 2000). Whistle-blowers are often high-performing employees who believe they are doing their job (Martin, 2005). They just want to bring people's attention to a problem that is potentially harmful or unethical. |
c_rs56902tdqxn | Organizational dissent | Whistle-blowing | Organizational_dissent > Whistle-blowing | Despite this, whistle-blowers are perceived negatively and suffer grave consequences. They are often ostracized, harassed, and attacked by their superiors and coworkers. They face termination, financial losses, stress, relationship breakdown, and health problems. |
c_vhfr1hy58b9a | Organizational dissent | Whistle-blowing | Organizational_dissent > Whistle-blowing | Even worse, few whistle-blowers seem to bring about any change. The organization seems to put all their efforts into destroying the whistle-blower while ignoring the original problem. The organization will take great measures to cover-up the problem, devalue the target, reinterpret the events, and intimidate and/or bribe the whistle-blowers (Martin, 2005). Organizations need to realize that internal dissent is not itself a crisis, but rather priceless insurance against disaster. Until the ugly headlines appear and the consequences are unavoidable, companies too often forget that they will suffer far more for ignoring their principled dissendents than by giving them a hearing (Bennis, 2004). |
c_lajvb45xrs81 | Montafonerhaus | Summary | Montafonerhaus | The Montafonerhaus (or Montafon house) is a house type in the Montafon valley in Vorarlberg (Austria).It is built as a mixed construction of stone and wood. The Montafonerhaus was a popular type of house from the 15th to the 20th century. These spacious buildings characterize the landscape in the Montafon valley until today.In all of Austria and the entire Alpine region, the Montafon is the only valley that is so small that it has its own type of house. The individual houses differ depending on the wealth of the builder, the location and the architectural fashion at the time the barn was built. |
c_lkd4ppoh6lql | Montafonerhaus | History | Montafonerhaus > History | In the Montafon, the Rhaeto-Romanic stone house (which had its origins in Graubünden) and the wooden Walser house (originating in Valais) developed into its own form of house in a mixed stone-wood construction. Wood from local forests has always played a central role in the choice of material. Most Montafon houses have been built between 1670 and 1960.Settlement form The Montafon was not originally designed as a village structure. Instead, the valley consisted of single farm settlements. These were created at the time the forest was first cleared. A special feature of the Montafon valley is the lack of hedges in the entire valley. |
c_64p4ruk92wdk | Montafonerhaus | The design | Montafonerhaus > The design | The Montafonerhaus is a so-called Paarhof. This means that the house and the stable or other additional buildings (e.g., for equipment storage) are separated. In contrast to this, the Bregenzerwälderhaus is a Einhof (byre-dwelling) which means that the house and stable are both under one roof.From a functional point of view, Montafon houses were mostly multi-generational houses that also integrated the agricultural part. |
c_xg6co6zl1boo | Montafonerhaus | Types | Montafonerhaus > The design > Types | There are two basic types, depending on where the entrance door is located: in type I it is in the valley-facing gable wall, in type II the entrance is on the side of the eaves sheltered from the wind. |
c_xs20fb2s3qgf | Montafonerhaus | The interior layout of the Montafonerhaus | Montafonerhaus > The design > The interior layout of the Montafonerhaus | From the outside, the whitewashed walls form a clear contrast to the black and brown wooden walls. The flat roof is a snow roof with a pitch of 23 to 25 degrees and was originally a clapboard. A snow roof is inclined so gently that the snow stays on the roof as heat insulation and does not slide off as a roof avalanche.The wall with the entrance door (usually in the form of a round arch) and the rooms behind it (front house and kitchen) are made of stone, the rest of the house has wooden walls.The house is heated by a central tiled stove, which is supplemented in the parlor (Stoba) by a brick bench, the so-called Kuschbank, permeated with the warm smoke by the stove. In the living room, there is usually also a so-called Herrgottswinkel (Jesus on the cross in the corner, to the right and left of it pictures of Mary and Joseph) with a Montafon table, corner bench and chairs. The living room often has a coffered ceiling and the walls are wood paneled.On the bad-weather side of the Montafonerhaus, there is a tuft of boarded half-timbering; it is often pulled forward to keep out drafts. Near the entrance, in a sheltered sunny spot, there is often a resting place with a bench, the so-called Bsetzi. |
c_1f7urcwjpcpl | Montafonerhaus | The Montafon table | Montafonerhaus > The design > The interior layout of the Montafonerhaus > The Montafon table | The Montafon table was a typical piece of furniture in a Montafonerhaus. This has an inlaid octagonal (4 broken corners) table top with a slate inlaid in the centre and stands on sloping feet. The slate was used to put down hot pots and as a writing board for the card game Jassen. |
c_fzaalulnffu2 | Montafonerhaus | The Montafon table | Montafonerhaus > The design > The interior layout of the Montafonerhaus > The Montafon table | The Montafon table includes a corner seat, chairs and a Herrgottswinkel above the corner seat with a cross and two votive images.Montafon tables are one-of-a-kind pieces that are still, although rarely, made today by dedicated carpenters. Local woods such as pear, cherry, oak, beech, nut, elm and maple have been stored and air-dried for up to 25 years before being processed. More than 100 hours of work have gone into each of these unique pieces, whose wood decorations can be selected by the customer himself. |
c_uogvaznxhwu1 | Montafonerhaus | Additional buildings | Montafonerhaus > The design > Additional buildings | There is often a small herb and vegetable garden close to the house, which is secured with a fence against cattle and game. The hay barn, built almost entirely of wood, is 10 to 20 m from the house; both together they form a so-called pair farm (stable and house are next to or against each other, in avalanche areas also one behind the other). The barn is usually larger and more exposed than the house, so that the house is more sheltered from the wind and the hay in the barn can continue to dry with the wind.There is often a Selch (smokehouse) nearby, a small wooden shed for smoking. |
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