Download Coercion: Why We Listen to What "They" Say by Douglas Rushkoff PDF

By Douglas Rushkoff

Famous media pundit Douglas Rushkoff supplies a devastating critique of the impact ideas at the back of our tradition of rampant consumerism. With a talented research of ways specialists within the fields of selling, advertisements, retail atmospherics, and hand-selling try and remove our skill to make rational judgements, Rushkoff gives you a bracing account of why we purchase what we purchase, and is helping us realize whilst we're being handled like shoppers rather than humans.

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Additional resources for Coercion: Why We Listen to What "They" Say

Sample text

There was little consensus among the knowledge utilisation scholars in the 1970s on the independent variables that determined the use of knowledge. Weiss and Bucuvalas (1978) found that decision-makers used five frames of reference. These were relevance of research topic, research quality, conformity of results with prior expectations, orientation to action, and challenge to existing policy (status quo). Weiss and Bucuvalas defined the decision-maker’s likelihood of taking a specific research study into account in their work (conceptual use) as the ‘usefulness’ of the research.

Rich found that organisational and administrative factors were the most prominent in terms of affecting policy outcomes. Rich took under consideration a number of other variables, such as communication barriers and personality conflicts, but found their effect was not significant as organisational factors. Rich found that the level of trust extended to the provider of knowledge was a better predictor of utilisation than any of the other factors that were analysed. The objective was to minimise risks and protect organisational and administrative positions.

Awareness: Although the innovation was known, there was little concern for, or involvement with it. 2. Informational: The innovation was known and there was some interest in its main aspects. 3. Personal: Perceived personal uncertainty about the relationship of the individual to the innovation. 4. Management: Attention directed towards the introduction of the innovation. 5. Consequence: Attention directed towards the impact of the innovation on team members. 6. Collaboration: Attention directed towards cooperation and coordination with team members in utilising the innovation.

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