331 Chapters
Medium 9781786392527

7 Globalizing Romani Culture: The Pilgrimage to the Sea in Les-Saintes-Maries-de-la-Mer (France)

Giacalone, F.; Griffin, K. CABI PDF

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Globalizing Romani Culture:

The Pilgrimage to the Sea in Les-SaintesMaries-de-la-Mer (France)

Gaëlla Loiseau*

UMR6266 IDEES-LH, ED556 HSRT (Homme, Sociétés, Risques, Territoires),

Université du Havre, Le Havre, France

Introduction

Since the mid-twentieth century, the Camargue statue of ‘Sarah’, the black virgin, swathed in layer upon layer of brightly coloured lengths of material, has been an official symbol of identification and affiliation for the gypsy. It is in the light of her potential for commodification and globalization that I have chosen to examine the character of Sarah. In the manner of Kopytoff (2006),

I  have undertaken a biographical approach to this symbolic object, which, in the course of her journey as far as Brazil, appears to have passed through different ‘value regimes’ (Roitman and

Warnier, 2006, p. 208). Throughout our study, we shall see that it is not the value that gypsies attribute to this object today that d

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Medium 9781786392527

10 Mixing Sport and Religion in the Landes Area of France

Giacalone, F.; Griffin, K. CABI PDF

10 

Mixing Sport and Religion in the Landes Area of France

Mathilde Lamothe*

Laboratory ITEM EA 3002, University of Pau and Pays de l’Adour, France

Introduction

In the area of Landes (France), certain features offer a surprising bridge between religion and sport, materialized through road signs indicating sites such as the ‘Chapel of Our Lady of Rugby’ at

Larrivière-Saint-Savin, the ‘Chapel of Our Lady of the Course Landaise’1 in Bascons or the ‘Chapel of Our Lady of the Cyclists’ at Labastide-d’Armagnac. These chapels are real places of worship created in the middle of the twentieth century, where tributes are made to both sports and athletes, while attracting many visitors. But, since the local sports culture seems to undeniably influence the religious mesh of the territory, how can one build worship and religious pilgrimage through the phenomenon of this local sport identity? What role have members of the clergy

(and lovers of sport) been able to play in the organization of pilgrimages to places of worship dedicated to sports and athletes? In particular it is interesting to explore the action or influence of these priest-founders through their patronage, but also the work of various associations of culture and worship such as the ‘Friends of the

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Medium 9781576753569

Chapter 1: An Invitation to the Positive Revolution in Change

Cooperrider, David; Whitney, Diana D. Berrett-Koehler Publishers ePub

Appreciative Inquiry (AI) is, as Professor Robert Quinn at University of Michigan has recently written,“creating a positive revolution in the field of organization development and change management.”1 Why? One clue lies in how AI turns the practice of change management inside out. It proposes, quite bluntly, that organizations are not, at their core, problems to be solved. Just the opposite. Every organization was created as a solution designed in its own time to meet a challenge or satisfy a need of society.

Even more fundamentally, organizations are centers of vital connections and life-giving potentials: relationships, partnerships, alliances, and ever-expanding webs of knowledge and action that are capable of harnessing the power of combinations of strengths. Founded upon this lifecentric view of organizations, AI offers a positive, strengths-based approach to organization development and change management.

Management guru Peter Drucker commented in a recent interview,“The task of organizational leadership is to create an alignment of strengths in ways that make a system’s weaknesses irrelevant.”Could it be, as Drucker implies, that leading change is all about strengths? Why would strength connected to strength create positive change? What would it mean to create an entire change methodology around an economy and ecology of strengths? Where would we—as managers, facilitators, and change leaders—start? What might be the steps and stages of positive change? What about unique skills? How could the discovery and fusion of strengths elevate and extend a system’s capacity to adapt, learn, and create upward spirals of performance, development, and energizing growth?

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Medium 9781576752944

Chapter Five From Horses and Buggies to Jet Planes: The Revolution in Manufacturing

Yudkowsky, Moshe Berrett-Koehler Publishers ePub

Where do all these machines come from? My house is full of machines, from little clever-but-simple ones like retractable ballpoint pens, to medium-size ones like paper shredders and microwave ovens, all the way to full-size ones like recliners and washing machines. My house is partly a machine: the walls are full of machinery (pipes, switches, cables, and ducts), and so is the roof, with its vents and fans. The furnace, water heater, and air conditioner are hidden in the basement.

I’ve visited reconstructed homes of the late 1700s, and there’s nothing remotely comparable to what we have today: the most intricate machine in the house is a technology that dates from the Middle Ages—a spinning wheel sitting in the corner. Furniture drawers open and close, and chest lids can be raised and lowered. The door has a metal hinge; that’s the most complicated bit of machinery built into the house itself. These houses were bare of almost anything we think of as a machine. The people of the time certainly could and did build complicated machines, but none of them were in ordinary people’s homes. How did our modern homes fill up with today’s wonderful machines?44

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Medium 9781626569683

Chapter 9: How to Win Talent in the Purpose Revolution

Izzo, John; Vanderwielen, Jeff Berrett-Koehler Publishers ePub

WHILE INTERVIEWING LEADERS ACROSS INDUSTRIES FOR THIS book, we found many recurring themes when discussing the purpose revolution and how companies and talent are seeing a new trend emerge. A story we often heard in a variety of forms revolved around not just connecting purpose with current employees but attracting new employees through purpose, as well.

Take, for example, a story told us by Kiersten Robinson, executive director of human resources, global markets, at Ford Motor Company. Robinson did a stint in HR for Ford in China. Her responsibilities included leading new-employee orientation: “As part of the program, I would routinely ask new employees in China the top three reasons why they decided to work for Ford. Inevitably, a large majority would have our company’s vision to create a better world in that top three.” Ford’s clear, concise purpose, stated loudly and boldly, had resonated throughout the world with top talent.

We heard a similar story from Joey Bergstein, the CEO of Seventh Generation. Bergstein knows firsthand the power of an authentic purpose to attract and retain the best talent. One of his top scientists, who had invented Fantastic and Formula 409 at Clorox, joined the Seventh Generation team because of the impact he knew he could make there, believing in its purpose and values. Bergstein’s head of R&D, who had had a great career at P&G and Church & Dwight, also wanted to do something more meaningful with his career, so he chose to work at Seventh Generation. “We blow others out of the water when it comes to attracting talent in our sector, and other companies try to lure our talent from the company,” he told us.

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