Over the course of the last century, the focus group has become an increasingly vital part of the way companies and politicians sell their products and policies. Few areas of life, from salad dressing to health care legislation to our favorite TV shows, have been left untouched by the questions put to controlled groups about what they do and don’t like. Divining Desire is the first-ever popular survey of this rich topic. In a lively, sweeping history, Liza Featherstone traces the surprising roots of the focus group in early-twentieth century European socialism, its subsequent use by the “Mad Men” of Madison Avenue, and its widespread deployment today. She also explores such famous “failures” of the method as the doomed launch of the Ford Edsel with its vagina shaped radiator grille, and the even more ill-fated attempt to introduce a new flavor of Coca Cola (which prompted street protests from devotees of the old formula). As elites have become increasingly detached from the general public, they rely ever more on focus groups, whether to win votes or to sell products. And, in a society where many feel increasingly powerless, the focus group has at least offered the illusion that ordinary people will be listened to and that their opinions count. Yet, it seems the more we are consulted, the less power we have. That paradox is particularly stark today, when everyone can post an opinion on social media—our 24 hour “focus group”—yet only plutocrats can shape policy. In telling this fascinating story, Featherstone raises profound questions about democracy, desire and the innermost workings of consumer society.

In a global survey by the Katzenbach Center, 80 percent of respondents believed that their organization must evolve to succeed. But a full quarter of them reported that a change effort at their organization had resulted in no visible results. Why? The fate of any change effort depends on whether and how leaders engage their culture: the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things are done in an organization. Culture is implicit rather than explicit, emotional rather than rational--that's what makes it so hard to work with, but that's also what makes it so powerful. For the first time, this book lays out the Katzenbach Center's proven methodology for identifying your culture's four most critical elements: traits, characteristics that are at the heart of people's emotional connection to what they do; keystone behaviors, actions that would lead your company to succeed if they were replicated at a greater scale; authentic informal leaders, people who have a high degree of "emotional intuition" or social connectedness; and metrics, integrated, thoughtful measures to track progress, encourage the self-reinforcing cycle of lasting change and link to business performance. By leveraging these critical few elements, you can tap into a source of catalytic change within your organization. People will make an emotional, not just a rational, commitment to new initiatives. You will elicit enthusiasm and creativity and build the kind of powerful company that people recognize for its innate value and effectiveness.

The phenomenon of global organizations reminds us that cross-cultural management is more prevalent than ever. While it may not be possible to develop in-depth knowledge of all cultures, a person can develop a way of thinking where they integrate culture in all of their deliberations, decisions, and behaviors. Such an approach is transformative and involves adopting a cultural mindset, understanding culture’s power as a frame of reference, and developing a new way of thinking. The book The Cultural Mindset is based on Dr. Nahavandi’s years of teaching, researching, and consulting with many businesses on cross-cultural issues. Built around a think-know-do model, the text enables readers to adopt a cultural mindset that will effectively guide their thinking and behavior as future managers. Through case studies and self-assessments, the book allows students to develop a broader view of culture that is beyond learning skills and competencies. Additionally, by focusing on culture in general, the book allows readers to address both national cultural issues, such as how to work in another country or manage a multi-national team, and diversity issues, such as the glass ceiling or discrimination in the workplace. The key underlying theme for both topics is how culture, national or group-related, impacts our perspective – what we value, how we think, how we behave, and how we manage people effectively. Each chapter will include a focus on both informational and transformational learning through: Cases and examples that will question assumptions and emphasize applicability Self-assessments to make the concepts personal and relevant, and encourage self-reflection Examples to help students understand those concepts Specific exercises and/or reflections to help students apply information to their own personal and professional life

NEW YORK TIMES BESTSELLER • The author of The Talent Code unlocks the secrets of highly successful groups and provides tomorrow’s leaders with the tools to build a cohesive, motivated culture. NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG AND LIBRARY JOURNAL Where does great culture come from? How do you build and sustain it in your group, or strengthen a culture that needs fixing? In The Culture Code, Daniel Coyle goes inside some of the world’s most successful organizations—including the U.S. Navy’s SEAL Team Six, IDEO, and the San Antonio Spurs—and reveals what makes them tick. He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation, and explains how diverse groups learn to function with a single mind. Drawing on examples that range from Internet retailer Zappos to the comedy troupe Upright Citizens Brigade to a daring gang of jewel thieves, Coyle offers specific strategies that trigger learning, spark collaboration, build trust, and drive positive change. Coyle unearths helpful stories of failure that illustrate what not to do, troubleshoots common pitfalls, and shares advice about reforming a toxic culture. Combining leading-edge science, on-the-ground insights from world-class leaders, and practical ideas for action, The Culture Code offers a roadmap for creating an environment where innovation flourishes, problems get solved, and expectations are exceeded. Culture is not something you are—it’s something you do. The Culture Code puts the power in your hands. No matter the size of your group or your goal, this book can teach you the principles of cultural chemistry that transform individuals into teams that can accomplish amazing things together. Praise for The Culture Code “I’ve been waiting years for someone to write this book—I’ve built it up in my mind into something extraordinary. But it is even better than I imagined. Daniel Coyle has produced a truly brilliant, mesmerizing read that demystifies the magic of great groups. It blows all other books on culture right out of the water.”—Adam Grant, New York Times bestselling author of Option B, Originals, and Give and Take “If you want to understand how successful groups work—the signals they transmit, the language they speak, the cues that foster creativity—you won’t find a more essential guide than The Culture Code.”—Charles Duhigg, New York Times bestselling author of The Power of Habit and Smarter Faster Better

In 1953 Margaret Mead and Rhoda Metraux produced The Study of Culture at a Distance, a compilation of research from this period. This work, long unavailable, presents a rich and complex methodology for the study of cultures through literature, film, informant interviews, focus groups, and projective techniques.

øIt would be unusual for a framework as powerful and predictive as the Competing Values Framework to remain unchallenged and absent of criticism. In addition to updating the examples and references, this second edition provides a new chapter motivated

Describes the culture of Africa, discussing ancient traditions, languages, family life, eating customs, education, diseases, the arts, recreation, religion, and the influence of African culture on the rest of the world.

For sophomore/junior-level courses in World Religions and Anthropology of Religion in departments of Anthropology, Sociology, and Religion. Religion and Culture introduces students to the major World religions and aboriginal religious traditions. This edited volume presents all aspects of the anthropological perspective on religion. Contributing authors provide a unique assembly of various topics and traditions that are researched by contemporary anthropologists

An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.

Three media experts guide the Christian moviegoer into a theological conversation with movies in this up-to-date, readable introduction to Christian theology and film. Building on the success of Robert Johnston's Reel Spirituality, the leading textbook in the field for the past 17 years, Deep Focus helps film lovers not only watch movies critically and theologically but also see beneath the surface of their moving images. The book discusses a wide variety of classic and contemporary films and is illustrated with film stills from favorite movies.