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This chapter examines the relationship between loose and tight audiovisual synchronization in two recent instances, both of which speak to an aesthetic of repurposing in new audiovisual expression. The case studies discuss Philip Glass's cinematic opera La Belle et la Bête, an operatic adaptation of Jean Cocteau's original film, and “syncing” practices, represented here by the synchronization of Wizard of Oz with Pink Floyd's The Dark Side of the Moon. Both forms are seen in the light of an avant-garde lineage that destabilizes the binary opposition of art and life. Both in different ways draw attention to new forms of technological estrangement in advanced modernity. Both examples can both be understood as forms of reading against the grain, or misreading. As such they resemble other phenomena in contemporary media culture, such as audiovisual mashups, which are discussed in the opening section.

This chapter elaborates the book’s argument about morality and ethics by discussing documentaries and fictional dramas about torture and the ‘War on Terror’, including Zero Dark Thirty (2012), Taxi to the Dark Side (2007), and Standard Operating Procedure (2008). It argues that Zero Dark Thirty adheres to a moral script about 9/11 and its aftermath, justifying the self-appointed forces of good going over to ‘the dark side’. By constructing such a moral universe, the film helps to normalise torture and other illicit practices, making them acceptable. Taxi to the Dark Side creates another kind of moral universe, inspiring pity for the dark side’s victims and outrage towards the policy’s architects. However, Standard Operating Procedure, though criticised for its lack of moral perspective, stands out as the most ‘ethical’ of these films, as it engages us at multiple, sensory levels and explores how moral norms are reconstructed in the ‘atrocity-producing situation’.

Research on the nature and consequences of dark leadership has grown substantially in the last decade, but little work has examined how dark leadership might be affected by other leader characteristics. This chapter examines leader gender as it relates to the prevalence of dark leadership, and the relationship between dark leadership and various social and organizational outcomes. The authors begin by reviewing what is known about gender and the dark-side traits, including the greater prevalence of dark-side traits among men and their connection to gender role beliefs. Next, the authors turn their attention to how dark-side traits operate in men and women leaders, finding that dark-side traits may have less toxic outcomes among women. The authors then review follower perceptions of women and men leaders who possess dark-side traits, and the relationship between follower gender and dark leadership. Finally, the authors discuss future directions for research, such as investigating factors moderating the influence of dark-side traits among women and men, and suggestions for practice, including leader training and support systems for followers.

Robert and Joyce Hogan introduced the concept of the dark side of personality to identify common counterproductive dispositions associated with ineffective leadership and career derailment. Dark-side traits are more complex and complicated than the bright-side traits assessed by most personality inventories. This chapter is about untangling the risks and rewards of the dark side for those who conduct executive assessments for (1) hiring, promotion, and succession planning as well as (2) leadership development and executive coaching. First, a brief history of the origins of the dark-side concept is reviewed. Next, distinctions are made between bright-side traits, dark-side traits, and personality disorders. Then a paradox is identified and addressed: Dark-side derailers are associated with both upside potential for effective leadership and downside risks for ineffective leadership. Finally, practical implications are provided with recommendations for executive selection and development.

The most consequential question in human affairs is, “Who should lead?” Effective leadership, arising from a leader’s strengths and competencies and known as the bright side, is instrumental to team and organizational success. But leadership is not by definition good or moral. Examples abound of abusive, tyrannical, or even destructive leadership in organizations and societies. This suggests that leaders are not always able to balance their personal shortcomings, judgment deficiencies, or counterproductive tendencies—the dark side—with the demands of organizational leadership. This chapter introduces the nature, prevalence, and moral and economic implications of the dark side. The authors then provide an overview of the book’s four sections: defining and measuring the dark side; discussing why it matters to individuals, teams, and organizations; sharing how talent-management professionals and psychologists can minimize bad leadership; and explaining the hidden benefits of dark-side personalities and leadership behaviors.

The role that personality plays in teams is obvious to those who lead them and work in them, but data accounting for these impacts are mixed in the research base. Field studies show a larger effect for personality variables on measures of cohesion and productivity. This chapter explores this literature and places particular emphasis on dark-side personality traits. The authors describe modern methods of characterizing and assessing dysfunctional personality and posit mechanisms through which individual and team-level personality characteristics will affect the performance, climate, and dynamics of teams. The chapter concludes with succinct advice for practitioners about how to mitigate these effects.

Everyone has run into dark-side leaders at work—those who tend to demonstrate dark-side characteristics more often, and in more situations, than typical leaders in an organization. Employees intuitively assume that talent management tools and processes will adequately expose such leaders and behaviors. However, they often fail to do so, and quite often such processes actually promote dark-side behaviors. Assessment is at the heart of talent management and plays a pivotal role in either permitting or preventing dark-side behavior. This chapter looks at each stage of the leadership lifecycle—attraction, hiring, onboarding, development, appraisal, and advancement—and studies how talent assessment might purposefully or inadvertently support dark-side behaviors, and how organizations can improve their talent assessments to keep the dark side out. A review of existing dark-side measures reminds readers that there are a variety of considerations that organizations should heed when using such measures. Lastly, the authors outline several best practices for using talent assessments for keeping the dark side out of organizations.

This chapter examines a group of documentaries that deal with the Abu Ghraib photographs. These documentaries include Standard Opening Procedure (2008), Taxi to the Dark Side (2007), and The Ghosts of Abu Ghraib (2007). The subject of these documentaries is not the desiring subject or the bizarre nature of what the photographs from Abu Ghraib reveal about human subjectivity. Instead, the documentaries work to expose the inhumanity of torture. The films also reject the Bush administration's claim that the U.S. military did not directly order those specific acts of torture at Abu Ghraib. They also prove both the ineffectual nature of torture, and George W. Bush's involvement in the decrees to torture. The films, however, avoid the question of the justifications of torture, which leads these otherwise excellent documentaries to miss the real issue at stake in torture.

Why do leaders, in the eyes of their organizations, not live up to their full career potential? Over five decades of derailment research has focused on the answer to this question. Studies on derailment, a metaphor for a train coming off the track, have examined leaders’ maladaptive behaviors, dark-side personality characteristics, and dynamics that result in considerable damage to individuals and organizations. This chapter provides an historical overview of leader derailment from the 1960s to today and presents the role of dark-side personality traits in explaining derailed leaders’ behaviors. Comparisons of successful leaders to derailed leaders and the processes of derailment are discussed to better understand the full array of factors that can lead to leader derailment. The chapter closes by identifying the costs of derailment to leaders, coworkers, and organizations.

The pursuit of growth has a dark side. The person who has a transformative self can too easily strive for growth in ways that are paradoxically counter to eudaimonic growth and that are harmful to the self and others. This chapter explores the dark side of the transformative self in four forms. First, perfectionism in its maladaptive forms involves impossible or otherwise unchecked ideals for perfection. Second, eudaimonic materialism values moral virtue and wisdom but veers toward moralism and intellectual self-adulation. Third, “wanting it all” aims for a well-rounded life but can manifest as a problem of overcommitment, for which cultural master narratives of success place women at particular risk. Fourth, in contrast, a never-ending search for meaning, or “ceaseless seeking,” involves an unrelenting pursuit of an idealistically true self or meaning in life and can manifest as a problem of undercommitment.

This chapter provides background material to put the Moon in context and to understand how craters came to be formed, as part of the formation of the solar system. It presents a brief history of the solar system and the first observations of the Moon, and how they affected its portrayal in art and literature. The measurement of its distance and the misunderstood “dark side” are also described.

This chapter concerns differences and similarities in the psychological research on personality traits and the psychiatric research on personality disorders. There are striking similarities in assumptions about the stability and consequences of traits and disorders. While the psychological research on the classification of traits has been dominated by psychometric work, the psychiatric world of disorder classification has shown relatively few changes over 50 years. There has, however, been something of a rapprochement between the two, particularly with personality psychologists being interested in subclinical disorders now known as dark-side traits, in contrast to the bright-side traits they have always investigated. There is now also a rapidly growing literature on the Dark Triad and Dark Tetrad, which focuses on three or four disorders (Machiavellianism, narcissism, psychopathy, sadism). This chapter also concerns those interested in leadership at work success and failure who have turned to the dark side to offer insights into derailment.

Technology is all too often seen as being inherently good, and there are powerful interests limiting the amount of attention paid to the darker side of ICTs and Internet access in particular. However, these darker aspects are crucial to understanding ICT4D, especially since they can more seriously impact the poor, both countries and people, than the rich. The following main challenges are covered in the chapter: privacy and security; the Surface Web and the Dark Web; cyber-security and resilience; negative aspects of the exploitation of Big Data and the abuse of people through social media; and the increasing dehumanization of people through the use of ICTs and the Internet of Things.

This chapter traces the history of the dark side to its origin in Romantic Era philosophy, where philosophers began to uncover unconscious motivations that exist beneath the surface of everyday life. Sigmund Freud leveraged these philosophical ideas to create a psychoanalytic theory that identified powerful hidden impulses and an internal conflict between individuals and society. However, Freud and his followers were overly pessimistic about human nature. They conceptualized people as deeply selfish at the core and, therefore, they overlooked other motivations that facilitate human performance. This chapter separates Freudian fact from fiction to outline four unconscious motivations that form the foundation of human psychology and leadership effectiveness. This chapter also argues that effective leaders temper the dark side of extreme motivations and leadership behaviors, enabling them to match their leadership style to the situation.

This chapter provides a critical analysis of specific rock pieces in order to determine what contributes to the success of a rock song. It aims to show the possibility of critical analysis of rock songs and to legitimize the observations made about the different components of a rock music. It analyzes several rock hits including Duncan Sheik's “Barely Breathing”, Chicago's “Does Anybody Really Know What Time It Is?”, and Pink Floyd's “Dark Side of the Moon”.

This chapter examines the double game of relentless increases in efficiency. The notion that financial speculation is endowed with a special force, which justifies its economic functions, is echoed in the tension between thrilling speculation, on the one hand, and the hard work of everyday capitalist accumulation, on the other hand, as well as in the representation of super human speculators. They are rather part and parcel of the observation lens set in place by writers of investment manuals and stock exchange histories, a lens through which the individual actors of the exchange can be seen in their relationship with entities such as the state, the economy, and the society at large. While such a lens can and does include elements such as educational fiction it does not primarily claim esthetic autonomy. Its aim is not contemplation and reflection as such, but observation as a path to action. Debates and controversies around the status of financial speculation and of speculators evolve around topics set within the boundaries of finance, not by a neutral or adversarial instance, and certainly not by a contemplative, reflexive one.

Although gift exchange is often vaunted for its socially integrative functions, it is also associated with negative effects: obligation, coercion, indebtedness, and the psychological and social oppression of the donee. Perhaps due to the refusal of an offer of hospitality in Corinth, Paul becomes embroiled in hostile relations that indicate the “dark side of the gift.” Paul can classify the same exchange differently at different times, and, in attempts to activate social responses of friendship or hostility, he can label his own labor a “gift” while labeling the same type of labor performed by others a “commodity.” The chapter shows that since the classification of exchange carries significant implications for social interaction, attempts to classify a given exchange cannot be disassociated from attempts to orchestrate sociopolitical relations and, in fact, always serve sociopolitical functions.

Through the example of David’s census in 2 Sam 24, key issues related to divine violence in the book of Samuel are introduced: the occurrence of inexplicable divine violence; the interplay of divine and human sovereignty; God’s emotion; and the relationship between forgiveness and punishment. The parameters for the use of the term ‘divine violence’ in this study are defined, taking into account the distinction between subjective and objective violence and Walter Benjamin’s technical use of the term. The methodology of this study is outlined. Debate regarding a proposed ‘dark side’ of God will be addressed through contemporary thinkers who challenge the dominance of retributive frameworks in ethical evaluation. An account of the characterisation of God will be given that acknowledges a diversity of traditions in the text and focuses minimally on narrative gaps. Political contexts for the divine violence will be proposed, both monarchic and exilic.