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Is war necessary? In Peace and War prominent anthropologists and other social scientists explore the cultural and social factors leading to war. They analyze the covert causes of war from a cross-cultural perspective: ideologies that dispose people to war; underlying patterns of social relationships that help institutionalize war; and the cultural systems of military establishments. Overt causes of war--environmental factors like the control of scarce resources, advantageous territories, and technologies, or promoting the welfare of people like oneself--are also considered. The authors examine anthropologists' role in policy formation--how their theories on the nature of culture and society help those who deal with global problems on a day-to-day basis. They argue that both covert and overt mechanisms are pushing the world closer to a devastating war and offer strategies to weaken the effects of these mechanisms. This anthropological and historical analysis of the causes of war is a valuable resource for those studying war and those trying to understand the place of social science in framing pacific options.

Cover -- Half Title -- Title -- Copyright -- Contents -- Preface -- Introduction -- Part One Beginnings -- 1 The Ontogeny and Phylogeny of Symbolizing -- 2 The Origin of Counting: A Rethinking of Upright Posture -- 3 Paleolithic Semiotics: Behavioral Analogs to Speech in Acheulean Sites -- 4 Analogy, Language, and the Symbolic Process -- Part Two Persistence and Congruity -- 5 Red Ocher in the Paleolithic -- 6 Philosophy of the Corpse: Modes of Disposal and Their Cultural Correlates -- 7 "Neolithic" Patterns of Face Representation: A Neuro-Evolutionary Ecological Study -- 8 Cognitive Cores and Flint Flakes -- Part Three Figuration -- 9 Corralling Life -- 10 Representation of Movement in Upper Paleolithic Figurative Art -- 11 Symbols and Sacred Images of Old Europe -- Part Four Abstraction -- 12 A Neolithic Sign System in Southeastern Europe -- 13 The Birth and Life of Signs -- About the Editors and Contributors -- Index.

Executive directors of 351 women's voluntary organizations and 294 `other' (gender neutral) organizations were surveyed to gauge their responses to changing public policy in Canada. Findings indicate that although all organizations are unhappy with the current environmental shifts and pessimistic about the future, women's organizations are more critical of policy changes and their implementation. They also feel more vulnerable and pessimistic about the future. Strategically, they are less likely to adopt a business-like competitive orientation, focusing more on fostering cooperation and collaboration. These findings support evidence in the literature that suggests that women's organizations seek solutions that are more consistent with a collaborative model than a competitive one. They also underline that women's organizations, often serving more marginal niches, have unique concerns and thus respond differently to environmental changes. Furthermore, the data suggest that both ideological orientation and organizational composition may play a role in differentiating between women's and other organizations.

Using a sample of 645 nonprofit organizations in Canada, the authors construct and validate a regression model to explain predisposition to collaborate. Organizational factors such as size and type (feminist or not) were found to be related to the extent of formal collaborative activity. However, the strength of these factors as predictors of behavior was amplified or reduced by the intervening perception of the impact of environmental changes. In addition, the perception of these pressures was shown to intensify the motivation to collaborate, which in turn increases the probability of engaging in formal interorganizational activity. This study contributes to the body of knowledge about collaboration because previous research has not investigated the influence of a combination of factors on collaborative behavior.

AbstractVoluntary organizations in Ontario have been thrust into a new environment; government funding on which they have traditionally counted has been reduced to the extent that actions have to be taken in order for some organizations to survive. Using a sample of 85 from a mailed survey to voluntary social service organizations in Toronto, we collected information on how organizational characteristics are influencing the actions taken in the face of these changes. We found that the alternatives considered factored into five dimensions: enhancing the image of the organization; cutting costs; developing strategic plans and accountability; implementing new tactics, such as user fees; and restructuring the governance and management structure. Analysis showed that younger organizations, smaller‐sized agencies, and those with a diverse set of funding sources employ a wider range of options to deal with environmental challenges. Many of these options are directed at protecting the main mission of the organization and building awareness and marketing strength so that the organization reduces its susceptibility to environmental shifts.RésuméLes organismes de bénévolat de l'Ontario sont plongés dans un nouveau contexte, car les subventions gouvernementales sur lesquelles ils comptaient jusqu'à présent sont réduites à un point tel que des mesures doivent être prises afin qu'ils puissent survivre. Un sondage effectué par la poste auprès de 85 organismes de services sociaux bénévoles de Toronto nous a permis de rassembler des données montrant que certaines caractéristiques organisationnelles peuvent influencer les mesures à prendre face à de tels changements, et nous avons envisagé cinq solutions possibles pour remédier à la situation: rehausser l'image de ces organismes; réduire leurs coûts; mettre sur pied certaines stratégies et rendre compte de leurs activités; utiliser de nouvelles tactiques, tels des frais d'utilisation; ainsi qu'en restructurer l'administration et la gestion. Il ressort de cette analyse que les organismes plus récents et de plus petite taille ainsi que ceux bénéficiant de sources de financement plus variées peuvent utiliser un plus vaste ventail d'options pour contrer les difficultés que présente la conjoncture actuelle. La plupart de ces possibilités visent à préserver la mission principale de ces organismes et à renforcer leur vision et leur politique de marketing afin de réduire leur vulnérabilité face à tout changement conjoncturel.