1.1 An introduction to Workplace Spirituality Spirituality in the workplace has been receiving increasing attention in literature since the 1990’s. Several popular books on spirituality and leadership (Conger, 1994; Bolman & Deal, 1995; Crossman, 2015), spirituality and ethics (Ayoun, Rowe & Yassine, 2015) spirituality and entrepreneurship (Chappell, 1994; Cohen & Greenfield, 1997), spirituality and service (Gatling, 2015) have also been published. In 1999 the Academy of Management established a special interest group ‘Management, Spirituality and Religion’ which subsequently developed a large membership. Several academic journals, such as the Journal of Adult Development (2002), Journal of Organizational Change Management (2003), Journal of Management Inquiry (2005), and The Leadership Quarterly (2005), have dedicated special issues to the theme of spirituality. The Journal of Management, Spirituality and Religion was created in 2004, specifically tailored to publishing scholarly work in the area of workplace spirituality, an emerging area in organization and management studies. April 2014, Barcelona, saw a World Congress on Spirituality and Creativity in Management and several organizations are offering corporate workshops, seminars, and culture transformation programs aimed at holistically harnessing both the spirit and the body of employees (ET, 2011; The Telegraph, 2015).Globally, companies are embracing the endeavor to gain competitive advantage through what could be understood as the appropriation of workplace spirituality (Lips-Wiersma et al., 2009). By addressing employees as complete humans, i.e. the recognition of their physical, emotional, and spiritual needs (Dehler &Welsh 2003) organizations can open themselves to transformation. Fry (2003) stated that if organizations are to improve their effectiveness, then, spiritual leadership must be understood for its capability to increase the intrinsic motivation of men by recognizing and incorporating the three elements of humans: body, mind, and spirit. Fry and colleagues, moreover, claim to have established empirically that practitioners of spirituality at the workplace will experience greater psychological and physical well-being (Fry, 2003).

How organizations can foster diversity, equity, and inclusion: taking action to address and prevent workplace bias while centering women of color. Few would disagree that inclusion is both the right thing to do and good for business. Then why are we so terrible at it? If we believe in the morality and the profitability of including people of diverse and underestimated backgrounds in the workplace, why don't we do it? Because, explains Ruchika Tulshyan in this eye-opening book, we don't realize that inclusion takes awareness, intention, and regular practice. Inclusion doesn't just happen; we have to work at it. Tulshyan presents inclusion best practices, showing how leaders and organizations can meaningfully promote inclusion and diversity. Tulshyan centers the workplace experience of women of color, who are subject to both gender and racial bias. It is at the intersection of gender and race, she shows, that we discover the kind of inclusion policies that benefit all. Tulshyan debunks the idea of the “level playing field” and explains how leaders and organizations can use their privilege for good by identifying and exposing bias, knowing that they typically have less to lose in speaking up than a woman of color does. She explains why “leaning in” doesn't work—and dismantling structural bias does; warns against hiring for “culture fit,” arguing for “culture add” instead; and emphasizes the importance of psychological safety in the workplace—you need to know that your organization has your back. With this important book, Tulshyan shows us how we can make progress toward inclusion and diversity—and we must start now.

An exploration of why people all over the world love to engage in pain on purpose--from dominatrices, religious ascetics, and ultramarathoners to ballerinas, icy ocean bathers, and sideshow performers Masochism is sexy, human, reviled, worshipped, and can be delightfully bizarre. Deliberate and consensual pain has been with us for millennia, encompassing everyone from Black Plague flagellants to ballerinas dancing on broken bones to competitive eaters choking down hot peppers while they cry. Masochism is a part of us. It lives inside workaholics, tattoo enthusiasts, and all manner of garden variety pain-seekers. At its core, masochism is about feeling bad, then better—a phenomenon that is long overdue for a heartfelt and hilarious investigation. And Leigh Cowart would know: they are not just a researcher and science writer—they’re an inveterate, high-sensation seeking masochist. And they have a few questions: Why do people engage in masochism? What are the benefits and the costs? And what does masochism have to say about the human experience? By participating in many of these activities themselves, and through conversations with psychologists, fellow scientists, and people who seek pain for pleasure, Cowart unveils how our minds and bodies find meaning and relief in pain—a quirk in our programming that drives discipline and innovation even as it threatens to swallow us whole.

Blurb The pursuit of one’s purpose in life and its actual realization have one thing in common and that is time. You can either choose to wait and discover what is at times an elusive mission or instead be intentional about making every moment in life purposeful and to make it count for something. Join me as I wade through the peculiar waters of life in search of my own reason for being. This is an unusual adventure-filled undertaking that capitalizes on the duality of fact and fiction, humor and science, logic and the surreal in order to lay bare the internal choices we make daily. This book is for those who question, “Am I truly fulfilling my purpose in life, that sole reason for my existence?” And as passion and duty collide, my hope is that this incredible journey of self-reflection will impart meaningful lessons that will transform your perspective of life. After all, the journey is as important as the destination!

An organizational "North Star," codifying valued behaviors for optimal performance The Culture Engine shows leaders how to create a high performing, values aligned culture through the creation of an organizational constitution. With practical step-by-step guidance, readers learn how to define their organization's culture, delineate the behaviors that contribute to greater performance and greater engagement, and draft a document that codifies those behaviors into a constitution that guides behavior towards an ideal: a safe, inspiring workplace. The discussion focuses on people, including who should be involved at the outset and how to engage employees from start to finish, while examples of effective constitutions provide guidance toward drafting a document that can actualize an organization's potential. Culture drives everything that happens in an organization day to day, including focus, priorities, and the treatment of employees and customers. A great culture drives great performance, and can help attract and retain great talent. But a great culture isn't something that evolves naturally. The Culture Engine is a guide to strategically planning a culture by compiling the company's guiding principles and behaviors into an organizational constitution. Decide which behaviors and attitudes are desired in the organization Secure leader commitment to planning, drafting, and implementing the document Learn the most effective way to socialize the draft statement and get everyone on board Model desired behaviors to boost employee engagement throughout the process Organizational culture is not an amorphous thing – it comes down from the top, inspired and exemplified by the leadership. It can steer a company up or down, keep it on mission or force it off-course. For an organization to fulfill its potential, the culture must be on-point, truly reflecting the heart of the company from leaders to team members across the company. The Culture Engine helps leaders define the playing field, pushing performance to the next level.

Exploring Cultural Value presents ground breaking new research on the use of the cultural value lens to explain and investigate those areas of society where art and culture can have an impact or add value, beyond economic measures.

Fans constitute a very special kind of audience. They have been marginalized, ridiculed and stigmatized, yet at the same time they seem to represent the vanguard of new relationships with and within the media. ’Participatory culture’ has become the new normative standard. Concepts derived from early fan studies, such as transmedial storytelling and co-creation, are now the standard fare of journalism and marketing text books alike. Indeed, usage of the word fan has become ubiquitous. The Ashgate Research Companion to Fan Cultures problematizes this exaltation of fans and offers a comprehensive examination of the current state of the field. Bringing together the latest international research, it explores the conceptualization of ’the fan’ and the significance of relationships between fans and producers, with particular attention to the intersection between online spaces and offline places. The twenty-two chapters of this volume elucidate the key themes of the fan studies vernacular. As the contributing authors draw from recent empirical work around the globe, the book provides fresh insights and innovative angles on the latest developments within fan cultures, both online and offline. Because the volume is specifically set up as companion for researchers, the chapters include recommendations for the further study of fan cultures. As such, it represents an essential reference volume for researchers and scholars in the fields of cultural and media studies, communication, cultural geography and the sociology of culture.

A fun and fascinating deep dive for "devoted and loyal MST3K fans" (Library Journal) that reveals the impact and creation of the cult-hit television series Mystery Science Theater 3000. Few television shows can boast the long-term cult popularity and cultural influence of Mystery Science Theater 3000—or MST3K to its legions of devoted fans, known collectively as MSTies. Created by quirky standup comic Joel Hodgson and producer Jim Mallon, Mystery Science Theater 3000 was a low-budget and altogether unconventional comedy series about a man trapped in space and forced to watch the worst movies ever made alongside a pair of homemade, wisecracking robots named Tom Servo and Crow T. Robot. In Mystery Science Theater 3000: A Cultural History, Matt Foy and Christopher J. Olson explore the vast cultural influence of the cult television series, charting how the show’s aesthetics, style of humor, and distribution innovations heralded shifts in popular culture and media production and criticism. The show also engaged viewers in the do-it-yourself media subculture of the 1980s that blurred the lines between media producers and consumers and introduced the art of media “riffing” into popular culture. Beginning with the humble origins of MST3K, Foy and Olson dig into everything from the show’s journey across networks to the must-watch episodes. Also discussed are the endeavors of cast members after the show’s cancellation, including RiffTrax, Cinematic Titanic, and the Mads Are Back, as well as the show’s second life through a Kickstarter campaign and a Netflix revival. This is an essential guide to all things MST3K for fans both new and old.