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In this work, Paul Gilbert explores how our minds have developed to survive in dangerous and threatening environments by becoming sensitive and quick to react to perceived threats.

Today people's cultural identities are increasingly invoked in support of political claims, and these claims commonly lead to acrimony and violence. But what is 'cultural identity', and what is its political significance? This book offers a provocatively sceptical answer to these questions. Tracing the idea back to the now largely discredited notion of national character, it argues that cultural identity is no deep going feature of individual psychology. Nor is it any uniform phenomenon. Rather, various types of so-called cultural identity emerge in response to the different circumstances...

Today people's cultural identities are increasingly invoked in support of political claims, and these claims commonly lead to acrimony and violence. But what is 'cultural identity', and what is its political significance? This book offers a provocatively sceptical answer to these questions. Tracing the idea back to the now largely discredited notion of national character, it argues that cultural identity is no deep going feature of individual psychology. Nor is it any uniform phenomenon. Rather, various types of so-called cultural identity emerge in response to the different circumstances...

Organizational decline and corporate turnarounds are historically at the height of interest, both theoretically as well as with regard to current practice. Characterized as the opposite of successful adaptation, organizational decline is the failure to anticipate, avoid, neutralize, and adapt to external or internal pressures, thus triggering a process of decreasing organizational resources over a specific period of time that might, but not necessarily needs to, end in corporate failure. Turnaround management is intuitively related to efficiency seeking, co- cutting, streamlining processes,...

Communities of Practice (CoPs) are being increasingly employed in organizations and are probably the knowledge management tool today. They are a truly useful knowledge-sharing, transferring and retaining tool, surpassing other int- organizational networks such as project teams, operational teams, and purely informal networks. They also enjoy far greater success than pure IT tools employed to similar ends. The advantage is that they are based on like-minded people s fa- to-face meetings, exchange of experience, discussion and development of best practices etc. on an intra-organizational level,...