Suchergebnisse

Cover -- Dedication -- Epigraph -- Chapter 1 Descend -- Chapter 2 The Crossing -- Chapter 3 The Intraterrestrials -- Chapter 4 The Ochre Miners -- Chapter 5 The Burrowers -- Chapter 6 The Lost -- Chapter 7 The Hidden Bison -- Chapter 8 The Dark Zone -- Chapter 9 The Cult -- Acknowledgments -- Image Credits -- About the Author -- Copyright.

The abilities, health and behaviour of 23 people with tuberous sclerosis were assessed at five years of age and as adults. There was little increase in abilities for those most severely handicapped and epilepsy had fluctuated, with overall control of seizures in the group not changing much even with new medications. Autistic and hyperactive behaviours had decreased, but those with lack of anger control or with few emotional responses remained very similar. The cortical brain tubers in tuberous sclerosis could be responsible for the lack of progress over ten years but education and behavioural treatment that did not take into account the autism and attention deficit problems associated with tuberous sclerosis might also have contributed to this failure.

THE AUTHOR CRITIQUES CHRISTINE SYPNOWICH'S "THE CONCEPT OF SOCIALIST LAW," ARGUING THAT THERE HAS BEEN A DISABLING SOCIALIST TRADITION OF HOSTILITY TO LAW. WHILE THERE HAS ALWAYS BEEN A LIBERTARIAN TRADITION WITHIN THE NEW LEFT, IT HAS NOT ALWAYS REGISTERED THE NEED FOR FORMAL SAFEGUARDS AND A RULE OF LAW. EVEN VERY MODERATE REFORMIST POLITICIANS HAVE BEEN LOATH TO SEE THEIR POWER CIRCUMSCRIBED BY RIGHTS INHERING IN INDIVIDUALS AND COLLECTIVES OUTSIDE THEIR CONTROL. BOTH THE DIRE EXPERIENCE OF STALINISM AND THE HEAVY-HANDED PATERNALISM OF SOCIAL DEMOCRACY NOW REQUIRE THE LEFT TO STUDY LEGAL INSTITUTIONS AND PRACTICES. LAW MUST BE SEEN NOT ONLY AS AN EXPRESSION, OR FUNCTION, OF CLASS RULE AND CAPITALIST RELATIONS BUT ALSO AS CONSTITUTIVE OF FORMS OF LIFE THAT COULD OUTLAST THEM.

While entrepreneurship characterizes an ideal form of self-sufficiency, in practice entrepreneurs find themselves subject to a complex network of support systems, which in effect exploit their talents, resources, and passion for structural risk mitigation. This dynamic infrastructure composed of founders, investors, and service providers is not a necessary institution, but rather the result of intersectional incentive structures managed by the professionalization of a process which is supposed to be anti-professional. This paradox should be addressed at a structural level if we hope to preserve the ideal of entrepreneurship. Innovation Ethics proposes a solution where we reframe a regulatory metric away from optimization towards innovation through the redistribution of risk across the entrepreneurial ecosystem. This solution finds support in a model of innovation ethics which we have designed to correct the over-reliance on naturalistic models, by stimulating a debate over how, and even if, innovation should proceed.

"Human risk (the risk of people doing things they shouldn't, or not doing things they should') is the largest single risk facing all organisations -- when things go wrong, there's always a human component, either causing the problem or making it worse. Collectively, companies spend billions trying to manage human risk via functions like Compliance, InfoSec, Risk, Audit, Legal, Human Resources and Internal Comms -- it is people in these functions, as well as those tasked with managing people, that is the target audience for the book. Technology exacerbates the problem by providing each of us with weapons of mass destruction' from a human risk perspective -- even the most junior employee can cause huge damage via their keyboard, either in the work environment or via their personal social media account -- and by taking over basic, repetitive tasks, which mean people are spending more time in human risk sensitive' activities. Traditional approaches to mitigating human risk rely heavily on the idealised presumption that because people are employed, they can simply be told what to do -- this works well in safety-critical environments, where the black & white' parameters of desired outcomes are easy to predict, but is much harder when it comes to grey', less codifiable, areas like ethics which are often difficult to monitor until it's too late and rely on employees being positively engaged. If we want to mitigate the risks posed by human decision-making, then we need to base our approach on an understanding of how humans actually make decisions, which is where Behavioural Science -- a discipline based on academic research and field-tested on real' humans by advertisers, governments and transport authorities -- can help achieve better outcomes. This book is designed to help all those involved in managing human risk to achieve compliance' with a small -- in other words, getting their desired outcome -- and explores how organisations can get the best out of their people by designing frameworks that work with, rather than against, the grain of human thinking. Readers will learn to challenge their existing presumptions about managing human risk and discover practical techniques and examples they can deploy in their work environment."--