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The aim of this paper is to review the structure of road accident data, the database framework within which it is stored, and the potential for exploiting a hierarchical structure using multilevel statistical models. Most national accident databases regard accidents as the primary units of observation, with other characteristics stored as attributes. But it is more natural to picture the network, accidents, and other variables as a collection of related objects within a hierarchical system, which can be achieved using object-oriented database technology within a Geographical Information System (GIS) framework. This would permit more efficient data capture and storage, facilitate analysis of accident frequencies as a function of road layout, and facilitate the development of multilevel statistical models.

The author explores questions of authenticity in the media industry by showing how right-wing media figures look to present their views as authentic by defining themselves as citizen journalists and positioning themselves in opposition to mainstream media. Looking at two case studies from the United States, Andrew Breitbart and Mike Cernovich, the author shows how the language of citizen journalism (amateurism, independence, immediacy) is co-opted by such figures to appeal to increasingly distrustful and antagonistic conservative media audiences.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

Wings Academy is a charter school¹ in Milwaukee, Wisconsin that opened in August of 2002. It is located in the basement of an enormous, beautifully decorated and well maintained convent which houses several social service agencies, retired School Sisters who live there and another charter school. This school was envisioned and created by the authors (Co-Directors), two special education teachers (one is also a parent of a child with Asperger’s Syndrome) who believed the local districts were not providing an appropriate education for students with special education needs, and those with a label of “learning disabled” in particular. Prior to meeting, the Co-Directors had thoughts of creating their own Utopian school in which all students were taught with appropriate methodologies. By the time they had met, they both knew what their school would look like. Eventually, they combined their ideas and opened a school three years later. In this chapter, they describe the rationale for this school and programmatic realities that they have adapted to achieve their vision.

Leaders are recognizing that the current connected era is fundamentally changing how customers, employees and partners engage, according to an IBM survey of CEOs and senior public sector leaders from around the globe.

Between September 2011 and January 2012, IBM leaders met face to face with leaders worldwide to better understand their future plans and challenges in an increasingly connected economy. The CEOs surveyed lead organizations of different sizes in 64 countries and 18 industries The analysis also sought to understand differences between responses of CEOs in financially outperforming organizations and those in underperforming organizations.

Key survey findings include: CEOs are creating more open and collaborative cultures – encouraging employees to connect, learn from each other and thrive in a world of rapid change; the emphasis on openness and collaboration is even higher among outperforming organizations; to engage customers as individuals, CEOs are investing in customer insights more than any other functional area; and extensive partnering is providing the edge CEOs need to take on radical innovation.

Three suggested initiatives to promote superior performance are: embrace connectivity and openness; engage customers as individuals; and amplify innovation with partnerships.

Explains that to create greater value, CEOs must take advantage of newly enabled connections with and among employees, customers and partners. Shows that to lead in this unfamiliar territory amid constant change, CEOs will need to learn from their own networks. They will need to assemble those networks like portfolios – with generational, geographic, institutional diversity. Then, they will need to help their organizations do the same.

This paper tests the degree to which Sunstein's law of group polarization predicts the increase or decrease in polarization among individuals in an out-group during a polarizing event. The authors use the discourse on Parler surrounding the events of January 6th as a case study.

The study includes an overall sentiment analysis, a statistical analysis of emotions, along with eight other feelings, including anger, anticipation, disgust, fear, joy, sadness, surprise and trust. Specifically, the authors measure the differences in feelings related language used in posts as they pertain to Donald Trump and the Make America Great Again (MAGA) movement vs. Trump's Vice President Mike Pence both before and after January 6, 2021. The authors use this empirical analysis to show whether polarization in the Parler community increased or decreased after January 6th.

The authors find evidence that there is more complexity to polarization than Sunstein's theory would predict. The authors would expect a very polarized outed group to become more polarized relative to the general public after a central event; however, the authors see two extremes emerging within the Parler community (both strongly positive and strongly negative feelings toward Trump). The authors do not see unanimous consent across the Parler platform as Sunstein's theory would suggest; the out-group is becoming more polarized relative to the rest of the population. Instead, the authors observe a wide mix in reactions. The results of this study demonstrate that there is dissent even among the Parler echo chamber. For many themes surrounding the January 6th riots, Parler users express strong disagreement with each other and a lack of unity in their feelings for former President Trump.

The results suggest further research into polarization of outed groups and the policy implications of their polarization changes over time.

Increases in group polarization are often a motivator for public policy and are further becoming a major focus for research. Brookings' authors Stephanie Forrest and Joshua Daymude point to polarization as a substantial threat to American society, claiming “reducing extreme polarization is key to stabilizing democracy” (2022). Researchers Diana Epstein and John D. Graham demonstrate that polarized politics has impacted the “substance of rulemaking, judicial decisions, and legislation” along with “complicating long-term policy changes” (2007). The authors study how entrepreneurs have responded to this increase in polarization and its implications for public policy.

Not only does group polarization impact all types of groups, from the social to the economic, but also it has “particular implications for insulated ‘outgroups’” (Sunstein, 1999, p. 21). Groups that are excluded by either coercion or choice from dialog with other groups become even more polarized and extreme (Sunstein, 1999; Turner et al., 1989).

The authors have engaged in an empirical analysis that no other paper has addressed. This paper summarized the Parler sample data set and analyzed various themes associated with the events of January 6th, namely President Trump and MAGA themes and Vice President Pence. The analysis demonstrated a dramatic increase in negative sentiment and emotion related to Vice President Mike Pence after January 6th as well as mixed support for President Trump and an increase in disgust before and after the Capitol riot.

Working as a consultant in the field of team development, I frequently find myself at odds with people who have different perceptions about the nature of the work. This confusion was actually expressed in print when in 1980, following the publication of my article on team problem diagnosis, another consultant wrote of his “simpler” method. This turned out to be the “LIFO” system. Again, similar misunderstanding arose in 1982, within a large client organisation in the public sector. The client had undergone major reorganisation, and it had been decided to create an internal consultancy role, a central function of which was to be team development. I was engaged to train those appointed to the role, with emphasis on the skills required by internal consultants. It came as some surprise therefore to be told during a seminar with some of the organisation's directors, that “team building” had recently been conducted in the area concerned. I had not yet trained the internal consultants. It emerged of course that their “team building” and my “team development” were entirely different processes. Impatient to “get things moving”, the organisation had initiated a programme of “team‐building” activity based on packaged exercises, mainly concerned with the analysis of management style.

GREAT things had been expected of the American National Air Races this year, with many new racing machines to the fore. The Hughes high‐wing monoplane, equipped with a 1,000 h.p. twin‐row Wasp engine and built at a cost of $120,000 in Los Angeles, California, was expected, from wind tunnel tests, to achieve a speed of 367 miles per hour, but, unfortunately, was completed too late for participation in the races. Actually, the competing aeroplanes and the pilots were in the end the same that had gained prominence in former years. The records established by J. Doolittle in 1932—a landplane speed record of 294·38 miles per hour and an average of 252·686 miles per hour in the closed circuit Thompson Trophy race, secured in a Gee Bee Sportster—were not even approached, as can be seen from Table I. The difficulty in aeroplane racing in the United States lies in the fact that the well‐established manufacturers do not regard it as worth their while to participate. Racing machines are built by small adventurous groups of pilots and individualistic constructors, and these groups in the lean depression years have generally found it difficult to secure financial backers.