Culture

Social scientists seek to develop systematic ways to understand how people make meaning and how the meanings they make shape them and the world in which they live. But how do we measure such processes? Measuring Culture is an essential point of entry for both those new to the field and those who are deeply immersed in the measurement of meaning. Written collectively by a team of leading qualitative and quantitative sociologists of culture, the book considers three common subjects of measurement—people, objects, and relationships—and then discusses how to pivot effectively between subjects and methods. Measuring Culture takes the reader on a tour of the state of the art in measuring meaning, from discussions of neuroscience to computational social science. It provides both the definitive introduction to the sociological literature on culture as well as a critical set of case studies for methods courses across the social sciences.

“Does an excellent job of using evolutionary biology to discuss the origins of religion, music, art, and . . . morality.”—Publishers Weekly, starred review A unique trait of the human species is that our personalities, lifestyles, and worldviews are shaped by an accident of birth—namely, the culture into which we are born. It is our cultures and not our genes that determine which foods we eat, which languages we speak, which people we love and marry, and which people we kill in war. But how did our species develop a mind that is hardwired for culture—and why? Evolutionary biologist Mark Pagel tracks this intriguing question through the last 80,000 years of human evolution, revealing how an innate propensity to contribute and conform to the culture of our birth not only enabled human survival and progress in the past but also continues to influence our behavior today. Shedding light on our species’ defining attributes—from art, morality, and altruism to self-interest, deception, and prejudice—Wired for Culture offers surprising new insights into what it means to be human.

How do we define 'culture?' In this volume, Adam Muller brings together contributions from established and emerging scholars in a number of different disciplines who each examine the concept of culture as it is understood and deployed within their respective fields.

In Confidence Culture, Shani Orgad and Rosalind Gill argue that imperatives directed at women to “love your body” and “believe in yourself” imply that psychological blocks rather than entrenched social injustices hold women back. Interrogating the prominence of confidence in contemporary discourse about body image, workplace, relationships, motherhood, and international development, Orgad and Gill draw on Foucault’s notion of technologies of self to demonstrate how “confidence culture” demands of women near-constant introspection and vigilance in the service of self-improvement. They argue that while confidence messaging may feel good, it does not address structural and systemic oppression. Rather, confidence culture suggests that women—along with people of color, the disabled, and other marginalized groups—are responsible for their own conditions. Rejecting confidence culture’s remaking of feminism along individualistic and neoliberal lines, Orgad and Gill explore alternative articulations of feminism that go beyond the confidence imperative.

In the 150 years since the birth of the petroleum industry oil has saturated our culture, fueling our cars and wars, our economy and policies. But just as thoroughly, culture saturates oil. So what exactly is “oil culture”? This book pursues an answer through petrocapitalism’s history in literature, film, fine art, wartime propaganda, and museum displays. Investigating cultural discourses that have taken shape around oil, these essays compose the first sustained attempt to understand how petroleum has suffused the Western imagination. The contributors to this volume examine the oil culture nexus, beginning with the whale oil culture it replaced and analyzing literature and films such as Giant, Sundown, Bernardo Bertolucci’s La Via del Petrolio, and Ben Okri’s “What the Tapster Saw”; corporate art, museum installations, and contemporary photography; and in apocalyptic visions of environmental disaster and science fiction. By considering oil as both a natural resource and a trope, the authors show how oil’s dominance is part of culture rather than an economic or physical necessity. Oil Culture sees beyond oil capitalism to alternative modes of energy production and consumption. Contributors: Georgiana Banita, U of Bamberg; Frederick Buell, Queens College; Gerry Canavan, Marquette U; Melanie Doherty, Wesleyan College; Sarah Frohardt-Lane, Ripon College, Matthew T. Huber, Syracuse U; Dolly Jørgensen, Umeå U; Stephanie LeMenager, U of Oregon; Hanna Musiol, Northeastern U; Chad H. Parker, U of Louisiana at Lafayette; Ruth Salvaggio, U of North Carolina, Chapel Hill; Heidi Scott, Florida International U; Imre Szeman, U of Alberta; Michael Watts, U of California, Berkeley; Jennifer Wenzel, Columbia University; Sheena Wilson, U of Alberta; Rochelle Raineri Zuck, U of Minnesota Duluth; Catherine Zuromskis, U of New Mexico.

Notions of culture, rituals and their meanings, the workings of ideology in everyday life, public representations of tradition and ethnicity, and the social consequences of economic transition- these are critical issues in the social anthropology of Russia and other postsocialist countries. Engaged in the negotiation of all these is the House of Culture, which was the key institution for cultural activities and implementation of state cultural policies in all socialist states. The House of Culture was officially responsible for cultural enlightenment, moral edification, and personal cultivation-in short, for implementing the socialist state's program of "bringing culture to the masses." Surprisingly, little is known about its past and present condition. This collection of ethnographically rich accounts examines the social significance and everyday performance of Houses of Culture and how they have changed in recent decades. In the years immediately following the end of the Soviet Union, they underwent a deep economic and symbolic crisis, and many closed. Recently, however, there have been signs of a revitalization of the Houses of Culture and a re-orientation of their missions and programs. The contributions to this volume investigate the changing functions and meanings of these vital institutions for the communities that they serve.

A Radical New Model for Unleashing Your Company’s Potential In most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. What if a company did everything in its power to create a culture in which everyone—not just select “high potentials”—could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth? Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies—Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people’s strongest motive, which is to grow. This means going beyond consigning “people development” to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people’s development is woven into the daily fabric of working life and the company’s regular operations, daily routines, and conversations. An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs—from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations. This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy—and that the key to success is developing everyone.