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This article is the result of exploratory research on the communication/relationship between physicians and patients conducted in Argentina, Brazil, India and the United States. The study sheds light on the different strategies, 109 physicians from these four countries use when they tell a patient that s/he has leukaemia. Results from the United States suggest that the American physicians, on an average, tend to tell patients directly and explicitly that s/he has leukemia. In Argentina, Brazil and India, however, data indicate that physicians tend to share the same news with a patient in small doses over time and/or tell a family member before telling the patient. A physician in Brazil referred to this strategy as using 'halftruths' strategies when communicating bad news to their patients. The notion of 'truth' in physician– patient interaction is analyzed in this article focusing on disclosure, deception, legal, ethical and cultural implications to the topic.

Inspired by the entertainment-education radio soap opera, Taru, a family from the upper-caste brahmin community in Bihar, India, allowed men from the lower caste dalit community to serve water to guests during their daughter's wedding. While most social change projects achieve first-order change, that is, change within a system which itself remains unchanged, Taru seemed to have engendered second-order changes, that is, changing the system itself. The present article investigates how Taru generated second-order changes in Bihar, distilling lessons for how entertainment-education programmes can be strategically positioned to create and sustain systemic social change.

The focus of this article is on the role and approach of the South Korean chief negotiator in business negotiations. A total of 114 negotiators (87 survey participants and 27 interviewees) participated in this research. We compare the picture that emerged of the contemporary South Korean chief negotiator with the traditional teachings of Confucianism and the cultural values of Korea. Overall, the results of our analysis depict the chief negotiator as highly focused, adaptable, and articulate, and as being shaped more by the expectations of modern business practices than by traditional teachings and influences. The character traits of the chief negotiator, identified as primary for success, are the ability to articulate, be patient, and being bi-cultural. The role and power of the chief negotiator are also discussed.

An entertainment‐education radio soap opera introduced in Tanzania in 1993 was evaluated by means of afield experimental design in which the radio program was broadcast by seven mainland stations of Radio Tanzania. An eighth station broadcast alternative programming from 1993 to 1995, its listenership serving as a comparison area in which contemporaneous changes in family planning adoption were measured. The soap opera was subsequently broadcast nationwide from 1995 to 1997. Data about the effects of the radio soap opera were gathered in five annual surveys of about 2,750 households in the comparison and the treatment areas and from a sample of new family planning adopters in 79 health clinics. The soap opera had strong behavioral effects on family planning adoption; it increased listeners' self‐efficacy regarding family planning adoption and influenced listeners to talk with their spouses and peers about contraception.

The history of urban life has been shaped and directed by the impact of disaster and disease, variables that have not disappeared in the postmodern age. Certainly, a deadly epidemic destroys and alters communication relationships while at the same time creating new communication needs and possibilities. The structure, social institutions, and policies of cities in part determine the impact and response to affliction. The authors analyze how the city of San Francisco was disrupted by the AIDS epidemic and how HIV / AIDS prevention campaigns sought to slow the epidemic. Both the epidemic and the communication response to it altered socially constructed notions about community through changes in personal behavior, interpersonal behavior, and organizational activities in San Francisco.