Most people are both repelled and intrigued by the images of cold-blooded, conscienceless murderers that increasingly populate our movies, television programs, and newspaper headlines. With their flagrant criminal violation of society's rules, serial killers like Ted Bundy and John Wayne Gacy are among the most dramatic examples of the psychopath. Individuals with this personality disorder are fully aware of the consequences of their actions and know the difference between right and wrong, yet they are terrifyingly self-centered, remorseless, and unable to care about the feelings of others. Perhaps most frightening, they often seem completely normal to unsuspecting targets--and they do not always ply their trade by killing. Presenting a compelling portrait of these dangerous men and women based on 25 years of distinguished scientific research, Dr. Robert D. Hare vividly describes a world of con artists, hustlers, rapists, and other predators who charm, lie, and manipulate their way through life. Are psychopaths mad, or simply bad? How can they be recognized? And how can we protect ourselves? This book provides solid information and surprising insights for anyone seeking to understand this devastating condition.

Forests of the Night introduced the intrepid John Hawke, an exciting new detective operating in London during the Blitz. Now Johnny Hawke is back in this atmospheric, thrilling sequel. Set in 1942, Without Conscience finds Rachel Howells in London for the first time, trapped in a web of violence. Her companion, army deserter Harryboy Jenkins, will stop at nothing--not even murder--to enjoy his illicit freedom. Meanwhile, private detective Johnny Hawke is involved in the bizarre murder of one of his clients. At the same time he is trying to find Peter, the runaway boy he had befriended in an earlier case. Inexorably the paths of Harryboy and Johnny grow closer together until they collide with frightening consequences. This is a stunning follow-up to the critically acclaimed Forests of the Night and is sure to win Davies a whole new set of fans.

Executives, politicians and media pundits are often referred to as leaders even though they are clueless about leadership skills. As a result citizens have become cynical about leaders and are unresponsive to true leaders. Faux leaders facade is made up of lack of conscience, consciousness and conscientiousness. This book will give you direction on how to take control of your life, bring ethics to business, reduce unemployment, create true leaders, meet Stakeholder needs, reduce off-shoring, upgrade US economy and create fair taxing of corporations.

The 7 habits of highly effective people.

Although the study of governance is not new, it has only been recognized in the last two decades as being a crucial factor for organizational success. Successful implementation and the practice of governance in the public sector improves organizational performance through increased efficiency, productivity, quality, and innovation to support sustainability. Leadership and Governance for Sustainability provides critical research on concepts that influence sustainable development policy and examines the role of governance in current development discourse. Covering topics such as governance frameworks, sustainable development, and collaborative government models, this book is ideal for policymakers, government officials, academicians, students, researchers, sustainability advocacy groups, and more.

The Volumes Cover An Extensive Range Of Critical Areas That Have One Common Theme Of Questioning The Accepted Parameters Of Development From Different Angles Influenced By Multiple Academic Backgrounds. An Attempt Has Been Made To Accommodate Conflicting Points Of View That Would Facilitate The Reader To Arrive At His/Her Own Understanding Of The Problems Under Purview. Contributors To These Volumes Have Tried To Argue The Different Issues And Concerns Of Development Paradigms. Their Chapters Indicate The Different Choices Of Development That Are Necessarily Context-Bound And Issue-Driven In Approach. Choices Entail Alternatives From Among A Range Of Viable Options That Tend To Determine And Influence Development Projects. Both Primary And Secondary Stakeholders Are Required Under The Imperatives Informed By The Project To Choose Among This Or That In Order To Optimize Their Given Baskets Of Utilities. Development Projects More Often Than Not Involve The Politics Of Choice That Is Underpinned By The Who Gets What, How, When, Where And Why Scenario. These Volumes Will Be Of Interest To Social And Natural Scientists, Civil Servants, Policy-Makers, Environmentalists, Economists, Ecologists, Civil Society Organizations, Think Tanks, Non-Government Organizations And Development Consultants.

Increasing violence amongst youth in society, burn-out as a widespread disease and scandals in companies are only some of the headlines which appear regularly in the news media. Politics scarcely seems to have any success in fighting violence and injustice in society and in the world. The thesis here suggests that people do not have to wait for a savior such as a politician but that everyone can contribute to a less violent, more peaceful and just world. It will be demonstrated that organizations have an enormous influence on society and this book deals with the possibilities which an organization has to contribute to a less violent culture. By the term “organization” all forms of organized groups of people who come together for a certain purpose are meant, for example schools, clubs, public social aids and others, whilst we mainly concentrate on companies in our research. The intention is to focus particularly on the issues related to the theme of creating a nonviolent culture in the workplace. In the first part on culture, we deal with several questions regarding culture, including such fundamental questions as What is organizational culture?, What are the dimensions of culture? and is it possible to in­ fluence it and if yes, how does it work? In the second part, we take a look at the terms violence and nonviolence and a survey of how these aspects occur in society and organizations is made. The third part is the largest and deals with the qualities of leadership and with the organizational conditions which are necessary to create a nonviolent culture. We hope it will become clearer to the reader that nonviolence is not a strategy or a formula to be used. It can appear very different in different situations. There are component elements which can promote it and there are certain principles that cannot be violated if one wishes to establish true nonviolence. Nevertheless, there is no one patent formula nor one exclusively correct way of creating a nonviolent culture. It requires considerable creativity and endurance to create it and can take a variety of forms.