Suchergebnisse

Introduction: thinking hearts -- Beyond the calculating brain -- Reflex emotions -- Urges -- Moods -- Affective commitments -- Moral commitments -- Conclusion -- Afterword: Trump -- Appendix 1: the politics of emotions -- Appendix 2: research techniques.

Why did nuclear energy policies in France, Sweden, and the United States, very similar at the time of the oil crisis of 1973 and 1974, diverge so greatly in the following years? In answering this question, James Jasper challenges one of the most popular trends in political analysis: explanations relying exclusively on political and economic structures to account for public policies. Jasper proposes a new cultural and state-centered approach--one heeding not only structural factors but cultural meanings, individual biographies, and elite discretion. Surveying the period from the successful c.

In Restless Nation, James M. Jasper isolates a narrative that lies very close to the core of the American character. From colonial times to the present day, Americans have always had a deep-rooted belief in the ""fresh start""-a belief that still has Americans moving from place to place faster than the citizens of any other nation

In The Art of Moral Protest, James Jasper integrates diverse examples of protest-from nineteenth-century boycotts to recent movements-into a distinctive new understanding of how social movements work. Jasper highlights their creativity, not only in forging new morals but in adopting courses of action and inventing organizational forms. "A provocative perspective on the cultural implications of political and social protest."-Library Journal

Getting other people to do what we want is a useful skill for anyone. Whether you're seeking a job, negotiating a deal, or angling for that big promotion, you're engaged in strategic thought and action. In such moments, you imagine what might be going on in another person's head and how they'll react to what you do or say. At the same time, you also try to pick the best way to realize your goals, both with and without the other person's cooperation. Getting Your Way teaches us how to win that game by offering a fuller understanding of how strategy works in the real world. As we all know, rules

Getting other people to do what we want is a useful skill for anyone. Whether you're seeking a job, negotiating a deal, or angling for that big promotion, you're engaged in strategic thought and action. In such moments, you imagine what might be going on in another person's head and how they'll react to what you do or say. At the same time, you also try to pick the best way to realize your goals, both with and without the other person's cooperation. Getting Your Way teaches us how to win that game by offering a fuller understanding of how strategy works in the real world. As we all know, rules of strategy are regularly discovered and discussed in popular books for business executives, military leaders, and politicians. Those works with their trendy lists of pithy maxims and highly effective habits can help people avoid mistakes or even think anew about how to tackle their problems. But they are merely suggestive, as each situation we encounter in the real world is always more complex than anticipated, more challenging than we had hoped. James M. Jasper here shows us how to anticipate those problems before they actually occur-by recognizing the dilemmas all strategic players must negotiate, with each option accompanied by a long list of costs and risks. Considering everyday dilemmas in a broad range of familiar settings, from business and politics to love and war, Jasper explains how to envision your goals, how to make the first move, how to deal with threats, and how to employ strategies with greater confidence. Alexander the Great, Genghis Khan, Rosa Parks, Hugo Chávez, and David Koresh all come into play in this smart and engaging book, one that helps us recognize and prepare for the many dilemmas inherent in any strategic action.