Art Meets Science And Spirituality In A Changing Economy

Contains full reports on the meetings in 1990 (held Stedelijk Museum Amsterdam) and features recent interviews, essays and artworks by all twenty panalists, who include artists, spiritual leaders, economists and scientists.

What happens when nothing happens?

Public engagement is high on the policy agendas of university funders, Vice Chancellors, policy makers, and in the wider cultural and public sphere. “What is to be Done?”: Cultural Leadership and Public Engagement in Art and Design Education introduces the reader to the different meanings and motivations that underpin this current trend, drawing upon initiatives and challenges set by: successive Arts Council policies to attract and inspire new audiences; Research Excellence Framework (REF) guidance on submitting impact case studies; and the Department for Culture, Media and Sport (DCMS) recognising the need to clearly articulate the value of culture using methods which fit in with the government’s decision-making strategies. Introducing the reader to the landscape of public engagement in the context of broader social, cultural and political challenges, as well as to the challenges faced when seeking to measure and articulate the impact of public engagement for different audiences, “What is to be Done?” will be of interest to postgraduate students and those working in Higher Education and the cultural industries, particularly in the museums and galleries sector.

This textbook is a systematic guide to the extensive field of spirituality. Kees Waaijman charts the multiform phenomenon of spirituality: the spirituality of ordinary people, the great spiritual traditions and the force of counter-movements. From the foundation of this survey he answers questions like: What exactly is spirituality? What forms can a scholarly approach take? Finally, the book provides methodic access to the study of spirituality, focusing on the following questions: Which are the different forms of spirituality and how can we describe them? How can spiritual texts be given a reliable reading? Which themes can be distinguished in the field of spirituality and what would be a meaningful way to address them? What do we mean by spiritual guidance and what can we learn from it? This textbook has no equal. It is indispensable to scholars wishing to study the subject, but also to others who want to learn about spirituality.

Metamorphosis, the theme of this book, derives from the Ancient Greek language and refers to a transformative process that often includes disintegration and reintegration, on the route to conscious living with self, community and the world. This collection proposes that engagement with the sacred is what makes research and practice transpersonal, the sacred ‘other’ that lives both within and beyond us as individuals and unique cultures. The transpersonal approach is distinctive in that it regards the potential metamorphosis of all those involved in research and professional practice a core value. This volume engages the audience in professional, practical, as well as inquiry-related topics that reflect the diverse nature of the transpersonal studies field, and extend an experience of metamorphosis to the reader. The book moves scholarship forward in an innovative and creative way with relevant themes that not only honour the sacred, but lend a transpersonal paradigm to scientific and professional methods and models.

Unlike critics who see the organizational cultures of prisons, jails, and community correction agencies as a problem that needs to be fixed with simple-sounding reforms, Chris Innes argues instead that these types of organizational cultures are adaptive and a source of strength that can be used to genuinely transform them. He shows how operational priorities, including safety and security, become much more difficult to sustain when organizational cultures become fragmented into disconnected subcultures. To transform an organizational culture, he argues, this fragmentation must be "healed" by changing the patterns of communication that make up the day-to-day reality of an organization's culture. Innes advocates an innovative approach based on the skills and practices of dialogue. He describes in detail how Dialogic Practice can be used to transform organizational cultures through an implementation process that begins with the leadership and cascades through the organization as an expanding circle, as staff are trained and become engaged in the process. Innes draws upon the research and policy literature in several fields, the contemporary national debate on the role of the justice system in American society, and his own experience during the last forty years in correctional research and policy, and in working directly with correctional agencies. This innovative approach to transforming organizational cultures will interest correctional decision makers; administrators, researchers, and graduate students in criminal justice; advocates; and others who manage mission-driven human services organizations.