Who Would You Kill to Save the World? examines how postapocalyptic cinema uses images from the past and present to depict what it means to preserve the world—and who is left out of the narrative of rebuilding society. Claire Colebrook redefines “the world” as affluent Western society and “saving the world” as preventing us from becoming the othered them who are viewed in their suffering. Colebrook further examines how the use of postapocalyptic cinema is a humanist—Western, capitalist, colonizing, white, heteronormative, and individualist—creation and challenges the notion that a world built on foundations of exploitation is worth saving. Colebrook combines postapocalyptic fiction, concern over the global climate crisis, colonialism, and anti-Blackness to explain how contemporary postapocalypse blockbusters circulate ideas of whiteness and the right of the privileged to rebuild the world. Who Would You Kill to Save the World? is a provocative addition to the field of extinction studies and challenges the conceptual frames we use to define ourselves.

This book offers the first critical, multi-disciplinary study of how the concepts of resilience and the Anthropocene have combined to shape contemporary thought and governmental practice. Faced with the climate catastrophe of the Anthropocene, theorists and policymakers are increasingly turning to ‘sustainable’, ‘creative’ and ‘bottom-up’ imaginaries of governance. The book brings together cutting-edge insights from leading geographers, international relations scholars and philosophers to explore how the concepts of resilience and the Anthropocene challenge and transform prevailing understandings of Earth, space, time and knowledge, and how these transformations reshape governance, ethics and critique today. This book examines how the Anthropocene calls into question established categories through which modern societies have tended to make sense of the world and engage in critical reflection and analysis. It also considers how resilience approaches attempt to re-stabilize these categories – and the ethical and political effects that result from these resilience-based efforts. Offering innovative insights into the problem of how environmental change is known and governed in the Anthropocene, this book will be of interest to students in fields such as geography, international relations, anthropology, science and technology studies, sociology, and the environmental humanities.

How do you get away with the murder of 11 million people? The answer is simple—and disturbing. You lie to them. Learn how you can become an informed, passionate citizen who demands honesty and integrity from your leaders. In this nonpartisan New York Times bestselling book, Andy Andrews emphasizes that seeking and discerning the truth is of critical importance, and that believing lies is the most dangerous thing you can do. You’ll be challenged to become a more careful student of the past, seeking accurate, factual accounts of events that illuminate choices our world faces now. By considering how the Nazi German regime was able to carry out over eleven million institutional killings between 1933 and 1945, Andrews advocates for an informed population that demands honesty and integrity from its leaders and from each other. This short, thought-provoking book poses questions like: What happens to a society in which truth is absent? How are we supposed to tell the difference between the “good guys" and the “bad guys”? How does the answer to this question affect our country, families, faith, and values? Does it matter that millions of ordinary citizens aren't participating in the decisions that shape the future of our country? Which is more dangerous: politicians with ill intent, or the too-trusting population that allows such people to lead them? This is a wake-up call: we must become informed, passionate citizens or suffer the consequences of our own ignorance and apathy. We can no longer measure a leader’s worth by the yardsticks provided by the left or the right. Instead, we must use an unchanging standard: the pure, unvarnished truth.

From the bestselling coauthor of Wittgenstein's Poker, a fascinating tour through the history of moral philosophy A runaway train is racing toward five men who are tied to the track. Unless the train is stopped, it will inevitably kill all five men. You are standing on a footbridge looking down on the unfolding disaster. However, a fat man, a stranger, is standing next to you: if you push him off the bridge, he will topple onto the line and, although he will die, his chunky body will stop the train, saving five lives. Would you kill the fat man? The question may seem bizarre. But it's one variation of a puzzle that has baffled moral philosophers for almost half a century and that more recently has come to preoccupy neuroscientists, psychologists, and other thinkers as well. In this book, David Edmonds, coauthor of the bestselling Wittgenstein's Poker, tells the riveting story of why and how philosophers have struggled with this ethical dilemma, sometimes called the trolley problem. In the process, he provides an entertaining and informative tour through the history of moral philosophy. Most people feel it's wrong to kill the fat man. But why? After all, in taking one life you could save five. As Edmonds shows, answering the question is far more complex—and important—than it first appears. In fact, how we answer it tells us a great deal about right and wrong.

In the ever-changing world of business, we've arrived at a point where process has trumped culture, where the race toward efficiency has left us unable to reach our potential. Stuck in the land of status quo, we've forgotten how to think. The very structures put in place to help businesses grow are now holding us back;; it's time to Kill the Company. This book is a call to arms: to start a revolution in how we think and work. But instead of more one-size-fits-all change initiatives forced upon employees, we need to embrace small changes that create ripple effects throughout the organization. Lisa Bodell urges companies to move from "Zombies, Inc." to "Think, Inc." Thinking can no longer be exclusive to the creative team or lead strategists. A culture of curiosity must be fostered among the ranks to shake up our standard practices, from unproductive meetings to go-nowhere strategic planning. This revolution can and will awaken our ability to think, and ultimately, to innovate and grow.

Important American periodical dating back to 1850.