MSE 5101, Legal Aspects of Emergency Services Management .docx

MSE 5101, Legal Aspects of Emergency Services Management
1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
2. Evaluate how public health laws and state laws interact with
emergency management personnel.
2.1 Examine the core capabilities and guiding principles for the
U.S. National Planning
Frameworks.
5. Examine the legalities surrounding emergency services
management operations for both natural and
man-made disasters and emergencies.
5.1 Explain how the National Response Framework (NRF)
directed the nation’s response to a
disaster.
Course/Unit
Learning Outcomes
Learning Activity

2.1
Unit Lesson (PowerPoint Presentation)
Reading (2 web resources, 1 library resource)
Video (1)
Unit II Case Study
5.1
Unit Lesson (PowerPoint Presentation)
Reading (2 web resources, 1 library resource)
Video (1)
Unit II Case Study
Reading Assignment
View the following video by clicking on the link provided for
an overview of the National Planning Frameworks.
COCESoE. (2015, June 22). Module 2 National Planning
Frameworks [Video file]. Retrieved from
https://www.youtube.com/watch?v=jo66SDxCkd4
Click here for a link to a transcript of the above video.
Visit the following website by clicking on the link provided to
read about each of the five frameworks and their
available resources.
Federal Emergency Management Agency. (n.d.). National
Planning Frameworks. Retrieved from
https://www.fema.gov/national-planning-frameworks

Click on the following links to read about the federal response
to Hurricane Matthew.
Federal Emergency Management Agency. (2016, October 8).
Hurricane Matthew unified response efforts
underway [Press release] Retrieved from
https://www.fema.gov/news-release/2016/10/08/hurricane-
matthew-unified-response-efforts-underway
Katz, E. (2016, October 12). Federal agencies deploy thousands
of feds for hurricane Matthew response.
Government Executive. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://s
earch.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=118806841&site=ehost-live&scope=site
UNIT II STUDY GUIDE
National Planning
Frameworks
https://www.youtube.com/watch?v=jo66SDxCkd4
https://online.columbiasouthern.edu/CSU_Content/courses/Emer
gency_Services/MSE/MSE5101/16F/UnitII_%20Module2Nation
alFrameworks_VideoTranscript.pdf
https://www.fema.gov/national-planning-frameworks

earch.ebscohost.com/login.aspx?direct=true&db=bth&AN=1188
06841&site=ehost-live&scope=site
earch.ebscohost.com/login.aspx?direct=true&db=bth&AN=1188
06841&site=ehost-live&scope=site
MSE 5101, Legal Aspects of Emergency Services Management
2
UNIT x STUDY GUIDE
Title
Unit Lesson
Click here for the Unit II PowerPoint Presentation.
Click here for a PDF of the Unit II PowerPoint Presentation.
gency_Services/MSE/MSE5101/16F/Unit_II_LessonCSU.ppsx
gency_Services/MSE/MSE5101/16F/Unit_II_LessonCSU.pdf
Dancehall »
The Globalization of Bollywood Dance
By Erica Marcoux, Smith College

Over the past few decades, Bollywood films have become their
own distinct entity, given rise to a new variation of a genre of
dance, and have developed into a globally recognized and
appreciated phenomenon. Globalization is defined by
dictionary.com as “the act of extending to other or all parts of
the world”. In the case of dance, globalization takes place when
dance companies go on tour, students go abroad or travel, and
particularly since the dawn of the internet. Dancers may adopt
movements from foreign genres, may train completely in
various styles, and some will even work to adopt the cultural
behaviors associated with a dance style. Others might put their
own twist on a dance style to “make it their own” or to adapt
the style to fit in with the context of dance in that culture. When
dance forms become globalized, the question of whether or not
the style can maintain its authenticity is raised. This, in turn,
raises the question of what it means to be culturally authentic in
the first place, as well as whether or not a style of dance can
truly be possessed by a person or people. All of these questions
become even more complex when looking at Bollywood dance,
a form that in its “original” state was already a hybrid of
elements of both Eastern and Western dance, but was located in
India and primarily based on the classic Indian Kathak dance.
Does this make it an Indian style of dance? By examining a
brief history of the development of Bollywood films and dance,
one can trace the evolution of Bollywood from a specific and
hybridized movie dance form into a global phenomenon.
HISTORY
Bollywood films have been in production since the beginning of
the 20th century. Similar to American films, Indian movies were
originally silent, black and white films, and developed into
“talkies” and musicals during the 1930s and 1940s. The first
Hindi film with sound was Alam Ara, directed by Ardeshir
Irani, and was released in 1931. The first talkie produced in
India was Ayodhyecha Raja, directed by V. Shantaram and
released in 1932 (Subhash, 1970). The early 1930’s marked a
time of great upheaval around the world, with the advent of the

Great Depression, the start of World War II, and the Indian
Partition. A potential explanation for the popularity of musicals
at the time lies in these current events; the escapist and
unrealistic nature of musicals is attractive when day-to-day life
is overwhelming and distressing. The first Indian color film was
produced in 1937, marking the start of the “Golden Age” of
Indian cinema. The Golden Age lasted into the 1960s, and
marks a period in which several of India’s classic and most
popular films were created, as well as the time of India’s
Independence. During this time, there was a growth in the
commercial aspect of films, and a definition between
commercial films and new wave films was unofficially
established. The term “Bollywood” did not appear until the
1970s, when India surpassed the United States as the largest
producer of films in the world. The name came from a
combination of “Bombay” (which is now Mumbai, a
cosmopolitan center of India, comparable to New York City in
the United States) and “Hollywood” (Chidanand). “Bollywood”
does not refer to films produced all throughout India, but to a
specific region. Other areas of India and South Asia now have
similar names, including Tollywood, Kollywood, Lollywood,
and Dahliwood.
Following the Hollywood model, Bollywood films incorporated
several aspects of musicals. During a movie, the characters
would spontaneously burst into song, and at least one large
“fantasy,” show-stopping number would be included. These
sections of the films incorporate many theatrical elements,
including costumes, lighting, special scenery or props, singing,
and of course, dancing, as can be seen in the following clip
from Rodgers’ and Hammerstein’s Oklahoma!, produced in
movie form in
1955. [youtube]http://www.youtube.com/watch?v=9wMFXSFK
RBU&feature=related[/youtube] In earlier Bollywood films, the
style of dancing used was based on classical Indian dance or
folk dances from throughout India. These dances included
primarily the Kathak and Bharatanatyam, seen in the following

images:
Since the inception of MTV the 1980s, Bollywood dancing has
been heavily influenced by Western dance styles, and
incorporates elements from American MTV and Broadway. In
many cases, the musical numbers are released as separate music
videos, and the soundtracks are released prior to the film, in
order to further advertise the upcoming premieres. In modern
Bollywood films, the musical numbers are oftentimes based on
the hip-hop style of dance as well as the variations on hip-hop
dance found in the music videos that are played on MTV in both
the United States and in India. These images, from Beyonce’s
“Crazy in Love music video, and from “Chhabeela, Saawariya”
in 2007 show similarities between MTV and Bollywood music
videos.
The inclusion of unrealistic music and dance sequences and the
importance given to these music videos in Bollywood movies
are a continuation of the escapist quality of films desired in the
1930s and 1940s, and put on display the extent to which these
trends have circulated.
The musical numbers in Bollywood films most often include
either the hero or heroine of the story, in addition to a large
group of unnamed characters who have been hired as dance
extras. The dance sections are often part of dream sequences or
large production numbers that are disconnected from the plot
line of the movie or have little to do with advancing the story.
The songs being sung are most often Hindu, but may be heavily
influenced by Western culture, or in some cases may be
completely Westernized. Dressed in colorful and flashy
costumes, the dancers perform on elaborate sets either on
location in scenic regions or in artistically designed indoor
settings, as can be seen in this image from Miranda Nair’s
Monsoon Wedding, released in 2001. These elements add up to
present a scene that is decorated with intricate details, brightly
lit and embellished, and that feels separate from the “real

world.” There are usually multiple musical numbers throughout
a Bollywood film, but most Bollywood films are characterized
by one major show-stopping performance. This number, referred
to as the “item song,” is probably the longest and most
fantastical of them all; characters will be seen in various
costumes within the same song, and often bounce around from
ornate location to ornate location and back again.
Parallel to the rapid expansion in communication technology
and global interactions over the last few decades, the film
industry grew, and movies from other countries became
increasingly available and accessible to the masses, particularly
in terms of speed. Since roughly the 2000s, Bollywood has been
the producer of the highest number of films per year, with an
astounding average of over 1000 films per year. This is more
than double the average number of films produced each year by
Hollywood (Matusitz and Payano, 66). Today, one can purchase
a Bollywood dance workout DVD, watch Bollywood routines on
competition series “So You Think You Can Dance,” which is
broadcast in twenty-four different countries, attend numerous
international film festivals that feature Bollywood films, sign
up to take Bollywood dance classes at local studios, and more.
One such studio, run by the Young Indian Culture Group in
Albertson, New York, states:
Elaborate Bollywood dance numbers are an important highlight
of Bollywood films. This engaging Indian dance style blends
various dance forms including Indian classical dance, Indian
folk, jazz influences, and Western popular.
(http://www.yicg.com/bollywood-dance-classes.asp).
This brings to the forefront the fact that instructors of
Bollywood dance in the United States are conscious of the fact
that Bollywood dance in itself consists of numerous elements
and has many influences, and find this important to share with
their potential students, thus amplifying the hybridity of
Bollywood in a commercial way.
GLOBAL PERSPECTIVES
One way to look at Bollywood dance from a global perspective

is to recognize it as a hybrid, globalized form even in its
original, “authentic” state. The movements incorporated into
early Bollywood films were based primarily on classical Indian
dance and folk dances from the time, including both the Kathak
and Bharatanatyam styles. This aspect of the dancing comes
from South Asian tradition and is based on Indian culture. The
Western elements of Bollywood dance come into play in early
Bollywood films mostly in terms of context. The set-up of
having disconnected dance sequences that feature elaborate
costumes, sets, choreography, and music dispersed throughout a
movie is directly connected to the musicals being produced both
by Hollywood and on Broadway during the early to mid-
twentieth century. Currently, Bollywood dance is still
influenced by Western culture, perhaps even more so than when
it began. However, rather than taking their cues from
Hollywood and Broadway, directors, producers, and
choreographers are incorporating elements from music videos
that one might view on MTV in both the United States and in
India. These modern elements include the frequent costume and
location changes during musical numbers, as well as the use of
larger, more extroverted movements to capture an audience’s
attention. “…the formation of Bollywood is a process at once
entirely Indian and cross-cultural.” (Kao and Do Rozario, 313).
The musical number “Mhare Hiwda Mein Naache Mor” from
Sooraj R. Barjatya’s Hum Saath Saath Hain (1999) uses both
costume changes and drastic changes in location.
[youtube]http://www.youtube.com/watch?v=2WkynEY0YfA&fe
ature=related[/youtube]
Aside from the tremendous growth in technology and
communication, the rapid spread and popularity of Bollywood
films and dance can be attributed to migration. Close to 60,000
people leave India each year with the destination of the United
States alone (NationMaster.com). The resulting Indian diaspora
is large and quite prominent, and with the spreading of people
from different cultures comes the dissemination of culture. As
more and more individuals leave India, (many for business

related reasons), the Indian population in countries outside of
India increases and leads to the development of Indian
communities in these countries. These communities are
dislocated from nation and establishing communal solidarity
through shared cultural practices and media. The coincidence of
‘imagined space’ and ‘imagined community’ intimates a
connection between Bollywood and its diasporic audiences
defined by the act of imagination. (Kao and Do Rozario, 314).
The escapist nature of musical Bollywood films described
previously causes these “imagined spaces” to be created, and
allows for audience members to avoid reality and seek comfort
in an imagined and fantasized world. In the case of the Indian
diaspora, these films provide a means for remembering their
home culture and reminding themselves of their Indian
identities.
This appeal is, of course, not limited to Indian audiences; the
pull for American audiences stems from a similar place.
However, in this case, the desired escape is not to a place of
imagined community, but to a place that is exotic and far away.
Western culture holds a fascination with exoticism and, through
media like films, makes elements of Eastern culture appear
more foreign and different than they are in truth, and often does
so by developing or reproducing stereotypes. In the case of
Bollywood, audiences often see bejeweled women with dark
eyes and long, dark hair singing in a different language and
dancing in ways that are not common in the United States, in
locations that are unfamiliar, providing the exotic and escapist
quality of early and modern Bollywood films. The following
clip puts this image of women prominently on display.
[youtube]http://www.youtube.com/watch?v=waEXlvat5GA[/you
tube] Bollywood films have also become prominent in diverse
Israel, and are featured at the Jerusalem International Film
Festival. In Israel, there are two cable networks, “Hot Bombay”
and “Yes India”, that are devoted solely to the playing of Indian
films. Not only are Bollywood films and dance enjoyed by those
in Israel, but they are part of a current process of collaboration

between the Film Foundation of India and Israel’s Project
Interchange and the American Jewish Committee to produce
hybrid films.
Another contributor to the global spread of Bollywood film and
dance is the growth of India as a world power. With a
population of more than one billion, India ranks second in
number of inhabitants in the world, and is continuing to grow
significantly with each year.
(http://www.internetworldstats.com/stats8.htm). Similarly, India
is in the top five countries economically worldwide, and is a
current model for successful education and business
(therichest.org). Having these kinds of power means being an
important influence on national and international culture. With
the successes of India comes healthier finances, and with
healthier finances comes the capacity for Bollywood to produce
more and better films, for actors in the films to become
celebrities, and for audience members to attend more movie
showings. The prevalence of India in today’s world makes it a
driving cultural force that is recognized at festivals and awards
ceremonies internationally.
INFLUENCES
The existence and globalization of Bollywood dance can be
viewed as both a positive and negative phenomenon. On the
positive side, bringing dance to film is an effective method of
both spreading the art of dance to the masses and inspiring
people to participate in or become interested in the dance world.
Propagating Bollywood dance creates a sense of
multiculturalism in the countries it is brought to, and brings an
awareness of a portion of Indian culture and dance to these
countries. When other dance traditions in these countries,
incorporate elements of Bollywood dance into their own
repertoire, it creates a fusion of styles, and expands the
movement vocabulary accessible to both dancers and
choreographers. Trained students or instructors can make
adaptations to the dance style or use the movements from
Bollywood as inspiration for a different piece of choreography.

This exposure to “other” forms of dance not only provides
opportunities for individuals to learn more about dance, but may
inspire people to learn about tradition, and develop a better
understanding and respect for other cultures.
On the other hand, there are several negative aspects in the
globalization of Bollywood dance. While it can be seen as
increasing multiculturalism, it is vital to note that Bollywood
dance is not and cannot be considered representative of Indian
dance or India. Making these assumptions or being oblivious to
these facts leads to the production of or continuation of
stereotypes that are unhealthy in creating a respectful,
multicultural setting. This subliminal stereotyping is not
exclusive to foreign films. For example, the way that the
jitterbug might presented in a Hollywood movie doesn’t really
represent the dance that originated out of black harlem culture.
The context and intentions of the jitterbug as well as the
depictions of the developers and dancers of the jitterbug are
most likely inaccurate, and are most certainly incapable of
representing an entire group of people. Another issue with
Bollywood dance is the fact that its origins lie in a
hybridization that makes some form of an exaggerated mockery
of classical and traditional Indian dance forms.
Writer Drid Williams discusses his strong disgust toward the
dance style in an article that connects Bollywood dance to post-
modern dance:
Bollywood’s originators and managers are aware of the rules of
Indian aesthetics, Indian dancing and the many traditions
that over the centuries produced India’s dance
forms…Bollywood’s pundits undoubtedly know—or at least
know about—such things, but they have chosen rampant
commercialism and consumerism with its inherent tastelessness
instead. (Williams, 21).
Williams’ point of view brings up the question of authenticity
in dance traditions. The Kathak’s roots are in storytelling, and
the movements were often performed as part of some rituals.

Bharatantayam is even further linked to spirituality; in its early
forms, dating back to 1000 BC, the dance was performed as an
act of the utmost devotion to the Hindu gods. The Western
adaptations made to and the sexualization of the classical
Kathak and Bharatanatyam dance forms may be considered
offensive, and in being altered, may lose their original
intentions and meanings.
CONCLUSION
Bollywood films and dance are, and continue to become,
globally recognized as major elements of the Indian culture.
These Indian films are prime examples of globalization, as they
involve a hybridization between the West and India, migration,
and the global propogation of Bollywood with the growth of
India as a world power. Through the means of technology and
communication, migration, and India’s increasing power and
influence in the world, the dance style has been quickly
dispersed throughout the world. As Bollywood films and dance
become more popular, the dance form itself has taken on many
forms and adaptations. Now, the dance style can be used as an
element for musical films, taught in classes, performed in
competitions, or used as a form of exercise. As the already
hybridized dance form continues to be altered and expanded
upon, it becomes questionable as to whether or not globalization
is a positive or negative phenomenon. Bollywood on a global
level can lead to financial gains as well as recognition for India,
but it also perpetuates stereotypes. Also, an increase in the
recognition of dance can be viewed positively, while the
alteration of a cultural treasure can be viewed as both offensive
and unnecessary. Whether or not this question of positivity or
negativity is ever answered, one fact remains clear:
globalization is a force that takes place for numerous reasons
and on many levels, and one that does not look like it will cease
any time in the near future.
WORKS CITED
Williams, Drid. “Bollywood: Postmodernism’s Legacy to the
International Dance World.” Visual Anthropology 23.1

(2010): 20-32. EBSCO Academic Search Premier. Web.
Nijhawan, Amita. “Excusing the Female Dancer: Tradition and
Transgression in Bollywood Dancing.” South Asian Popular
Culture 7.2 (2009): 99-112. EBSCO Academic Search
Premier. Web.
Shah, Purnima. “Transcending Gender in the Performance of
Kathak.” Dance Research Journal 30.2 (1998): 2-17. JStor.
Web.
Prickett, Stacey. “Techniques and Institutions: The
Transformation of British Dance Tradition through South
Asian Dance.” Dance Research: The Journal of the Society for
Dance Research 22.1 (2004): 1-21. JStor. Web.
Kao, Kai-Ti, and Do Rozario Rebecca-Anne. “Imagined Spaces:
The Implications of Song and Dance for Bollywood’s
Diasporic Communities.” Continuum: Journal of Media &
Cultural Studies 22.3 (2008): 313-26. EBSCO Academic Search
Premier. Web.
Sundar, Pavitra. “Global Bollywood: Travels of Hindi Song and
Dance.” South Asian Popular Culture 8.2 (2010): 203-05.
EBSCO Academic Search Premier. Web.
Matusitz, Jonathan, and Pam Payano. “The Bollywood in Indian
and American Perceptions.” India Quarterly 67.1 (2011): 65-
77. EBSCO Academic Search Premier. Web.
Morcom, Anna. “An Understanding between Bollywood and
Hollywood? The Meaning of Hollywood-Style Music in Hindi
Films.” British Journal of Ethnomusicology 10.1 (2001): 63-
84. JStor. Web.
K. Jha; Subhash (2005). The Essential Guide to Bollywood. Roli
Books. p. 1970
Rajghatta, Chidanand (6 July 2008). “Bollywood in
Hollywood”. The Times of India.
Links:
http://www.yicg.com/bollywood-dance-
classes.asphttp://myrealitytelevision.com/2008/07/profile-
spotlight-joshua-
allen/http://home.comcast.net/~kalanivedanam/margam.htmlhttp

://en.wikipedia.org/wiki/Kathakhttp://www.haro-
online.com/movies/monsoon_wedding.html
http://chandrakantha.com/articles/indian_music/nritya/bollywoo
d.html
Volume 5 • Issue 4 • 1000210
J Yoga Phys Ther
ISSN: 2157-7595 JYPT, an open access journal
Research Ar ticle Open Access
Groessll et al., J Yoga Phys Ther 2015, 5:4
DOI: 10.4172/2157-7595.1000210
Review Ar ticle Open Access
An Overview of Yoga Research for Health and Well-Being
Erik J Groessl*, Deepak Chopra and Paul J Mills
Department of Family Medicine and Public Health; University
of California San Diego, USA
*Corresponding author: Erik J Groessll, Department of Family
Medicine and
Public Health; University of California San Diego, USA, Tel:
(858) 642-6347; Fax:
(858) 552-4321; E-mail: [email protected]
Received September 03, 2015; Accepted October 20, 2015;
Published October
27, 2015
Citation: Groessl EJ, Chopra D, Mills PJ (2015) An Overview of
Yoga Research for
Health and Well-Being. J Yoga Phys Ther 5: 210.

doi:10.4172/2157-7595.1000210
Copyright: © 2015 Groessl EJ, et al. This is an open-access
article distributed
under the terms of the Creative Commons Attribution License,
which permits
unrestricted use, distribution, and reproduction in any medium,
provided the
original author and source are credited.
Keywords: Yoga; Research; Health; Well-being
Introduction
Yoga is part of mainstream culture today, with major medical
centers, community healthcare centers, and neighborhood yoga
studios
offering yoga as a mind-body practice to support health and
healing.
In the US, over 20 million individuals now practice yoga, with
studios
found in nearly every state. Although yoga has existed in
various
forms for around 2500 years, the phenomenon of “yoga for
health” is a
characteristic of more modern yoga [1].
While scientific research on the health effects of yoga postures
has
been conducted and published for many years, this line of
scientific
inquiry has grown tremendously in the last 10-20 years,
especially in terms
of more rigorous randomized, controlled trials (RCTs) [2,3] A
search
on the US National Library of Medicine’s biomedical database

PubMed
(http://www.ncbi.nlm.nih.gov/pubmed/) now yields
approximately
3,150 scientific publications on yoga. In addition to RCTs of
the health
benefits of yoga, there are many other important avenues of
yoga research
such as epidemiological research that helps researchers to
understand
the characteristics of people who practice yoga, methodological
and measurement research to improve the quality of yoga
research,
and qualitative yoga research with narratives that directly carry
the
voices of those who teach and practice yoga [4-9]. There has
also been
considerable research done on the more general physical effects
of yoga
practice [10,11]. With this large upsurge in research
documenting the
therapeutic effects of yoga, efforts have been underway to
understand the
mechanisms of these health benefits, including research on
inflammation
and the autonomic nervous system [12-20].
In addition to yoga research being conducted on adults, there
is increasing interest in the benefits of yoga on a more complete
span of individuals - including school age children, adolescents,
expectant mothers, and the elderly [21-30]. Yoga research is
quickly
being extended to other populations as well, including people in
the
workplace, among athletes, and a strong new interest in yoga
research
among active duty military and veterans with pain conditions,

combat
stress and Post Traumatic Stress Disorder (PTSD) [31-39].
With the emergence of higher quality yoga research, there is
evidence that yoga has sizable and replicable effects for many
health
conditions. Although health is viewed as holistic in yogic
traditions and
aspects of health are clearly intertwined, research often targets
specific
areas such as physical health, mental health, and/or spiritual
well-being.
Some conditions that have been well studied include depression,
stress
and anxiety, irritable bowel syndrome, HIV, heart conditions,
cancer,
and chronic low back pain (CLBP) [40-43]. With CLBP, for
example,
a recent review documented consistent findings that yoga can
improve
function and decrease pain in people with CLBP [44,45].
Additionally,
yoga practice among people with CLBP reduces depression and
pain
medication use and improves quality of life [46-48].
There have been studies examining the potential benefits of
yoga for
cancer survivors, with the majority of research focusing on
alleviating
symptoms of radiation or chemotherapy, such as fatigue. A
recent
review concluded that yoga improves quality of life and
psychosocial
outcomes including depression in cancer survivors, but evidence

is
limited for supporting improvements in fatigue or sleep [49,50].
Considerable research has also been conducted examining the
effects of yoga on cardiovascular risk factors, including a recent
review concluding that yoga is a promising method for reducing
high
blood pressure (hypertension). Other reviews too report a
variety of
beneficial effects of yoga for cardiovascular diseases more
broadly
[51]. For asthma, the breathing component of yoga has been
linked
to improvements in lung function and asthma symptoms, but has
not
proven to be better than standard breathing exercises for those
specific
outcomes [52-54].
While there have been studies conducted on the effects of yoga
for other health conditions, these are mostly pilot and/or small
research studies and the results are considered preliminary at
best,
or inconclusive. This is not surprising, given it is only recently
that
adequate research funding has been available to conduct the
larger,
more rigorous scientific studies.
Clearly, in cases where yoga does not offer significant relief
from
physical disease, it can still offer some measure of relief from
suffering.
In this sense, yoga can provide a different way of looking at
pain and
suffering, which in itself can potentially alleviate some

suffering. The
basic realization that “I” am not my body, or my thoughts, or
my
sensations of pain, is itself healing or liberative from a certain
kind of
existential suffering.
Along these lines, yoga has also been increasingly studied as
a treatment or adjunctive treatment for a variety of mental
health
Abstract
The amount and quality of research on the impact of yoga for
improving health and treating medical conditions
has increased dramatically in the past decade. It has also
become quite specialized, with most reviews of yoga
research focusing only a single disease or population. Our
objective was to review the state of research more
broadly, providing examples of and references for notable yoga
research across many different research modalities,
diseases, and populations.
Journal of Yoga & Physical Therapy
Jo
ur
na
l o
f Y
oga
& Physical Therapy
ISSN: 2157-7595

Yoga Research for Health and Well-Being. J Yoga Phys Ther 5:
210. doi:10.4172/2157-
7595.1000210
Page 2 of 4
Volume 5 • Issue 4 • 1000210
J Yoga Phys Ther
disorders. Many studies have found that yoga can reduce
symptoms
of stress or generalized anxiety, schizophrenia, depression,
PTSD, and
substance use, but these studies vary in size, quality, and
methodology
[41,42,55-61]. A recent systematic review of 25 randomized
control
studies examined the effects of yoga on sympathetic nervous
system
and hypothalamic pituitary adrenal axis regulation measures, as
well as
structural and functional brain measures in regions involved in
stress
and mood regulation. The review suggested that yoga practice
leads to
better regulation of the autonomic nervous system and a
decrease in
depressive and anxious symptoms in a range of populations
[62].
A recent report and comprehensive review of evidence and

guidelines by the Canadian Agency for Drugs and Technologies
in
Health (CADTH) analyzed the quality of the evidence for yoga
as a
treatment for a few specific mental health disorders and
provided
references to studies and guidelines for each of these mental
health
areas [63]. To summarize the conclusions of this evidence-
review, the
report found evidence supporting yoga as a treatment or
adjunctive
treatment for depression. However, depending the type and
severity
of depression, yoga may be recommended as a second-line or
third-
line treatment after medication and psychotherapeutics. In more
severe depression where suicide is a major risk, yoga is best
viewed as
adjunctive to other treatments.
The report found that the methodology and quality of studies on
yoga and generalized anxiety disorder (GAD) vary considerably
and
evidence is considered preliminary. Studies tend to be small
pilot
projects and many different measures of stress and/or anxiety
were used.
At least one randomized pilot study provided preliminary
evidence that
yoga improved GAD symptoms [55]. Other anxiety disorders
were
not reviewed but two previous review studies summarize
preliminary
evidence in other disorders or stress/anxiety symptoms more
generally

[64,65].
The CADTH report judged the evidence of yoga for treating
PTSD
as unclear, although there are some promising pilot studies that
have
found beneficial effects in recent years.[58,59] Most studies
have
focused on survivors of natural disasters or on women with a
history
of domestic-abuse or sexual trauma, and only two of over ten
studies
have focused on military or combat-related trauma, with only
the single
2014 study presenting quantitative results [66,67].
Finally, the CADTH review concluded that the studies showing
impact of yoga for reducing alcohol or drug use are of low
quality. Thus,
the benefits of yoga for substance use and addictions are an area
that
appears promising, but much more research is needed.
In addition to the detailed CADTH review on yoga for specific
mental health disorders, the effects of yoga on psychological
symptoms
is often studied in other diseases where they co-occur or in at-
risk
populations[38,68-70]. While it is difficult to succinctly
summarize
this diverse literature, most studies report beneficial effects of
yoga on
mental health and well-being, but most are smaller pilot studies.
With few exceptions among all of the research that has been
conducted, findings indicate that yoga rarely has harmful effects

and
is well received by participants. There may be certain poses or
types
of yoga that are not good for certain health conditions, and good
research is done in collaboration with clinical experts and
certified
yoga instructors who can guide the choice of the style of yoga
that
will produce the most benefit. Like other exercise activity, the
risks of
injury from improperly performing yoga postures vary
depending on
how, where, and with whom the yoga is practiced. The initial
practice
of yoga under the direction of experienced yoga instructors is
thus
recommended, as is following a program that has been modified
specifically for people with the afflicting health condition. For
optimal
safety, individuals with specific health concerns should consult
their
physician before starting a yoga program. While there have been
media
stories alerting people to the dangers of yoga, data from most
research
studies reveal very few serious adverse events [36]. For
example, in RCT
studies of adults with CLBP taught by experienced yoga
instructors,
three serious adverse events were reported among 308 persons
and each
was related to herniated discs, and at least one of these was
found to be
unrelated to yoga practice. Disc problems are common in CLBP
in the

absence of yoga practice, and thus may have occurred just as
readily
with inactivity or other activity [44,45].
It is important to note that the original purpose of yoga – to
increase
one’s spiritual well-being or connection with the divine - has
typically
been a neglected area for researchers. The popularity of yoga as
an
exercise that is being done in health clubs has probably led to
some
de-emphasis of spirituality. We have seen a sort of translation
of the
spiritual system of yoga into a form of practice acceptable in a
secular
context, and an integral feature of yoga is that it adapts to each
unique
historical era and cultural context [71]. While it is true that
some people
may be more likely to refuse to try yoga if spirituality is
emphasized, it
may be possible for the spiritual aspects of yoga to be woven in
gently as
a feature of yoga practice while emphasizing other physical and
mental
health benefits as described in this article [72]. To this effect,
one study
found that the reasons for starting versus continuing yoga
changes
over time, becoming mostly a spiritual reason after a period of
regular
practice. Many studies report that the practice of yoga enhances
one’s
spiritual well-being [73-80].

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http://www.palgrave.com/page/detail/chronic-illness-
spirituality-and-healing-michael-j-
stoltzfus/?isb=9781137351364

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5/25/2018 Print
AbouttheAuthors
ScottC.Hammond,PhD
ScottC.HammondisaclinicalprofessorofmanagementintheJonM.H
untsmanSchoolofBusinessatUtahStateUniversity
andaresearchfellowfortheShingoInstitute.Hisaward-
winningresearchonlostpersonbehavior,cross-cultural
organizationalbehavior,andhighlyreliableteamshasbeenfeaturedi
nnationalmedia,includingFastCompany,U.S.News&
WorldReport,andtheHughHewittShow.Heisalsoavolunteersearch
andrescueworkerintheRockyMountainsandauthor
ofLessonsoftheLost:FindingHopeandResilienceinWork,Life,andt
heWilderness.
Dr.HammondisalsoanadvisertotheMfantsemanInstituteofTechnol
ogyinGhana.
LisaJonesChristensen,PhD

LisaJonesChristensenresearchesandteachessocialentrepreneurshi
p,sustainabilitystrategies,leadership,andcorporate
socialresponsibilityatUniversityofNorthCarolina.Herworkfocuse
sonhowbusinesscan
playaroleinpovertyalleviationandcreatingpositivesocialchange.F
orover15years,Dr.JonesChristensenhasbeenactive
inissuesofsocial�inanceandsocialinnovation.Bothheracademican
dnonpro�itworkemphasizeadoptionofsafedrinking
waterbehaviorsandrelatedpublichealthinnovations.
ShereceivedherPhDinorganizationalbehaviorfromUNCKenan–
Flagler;herMBAfromtheMarriottSchoolandMAin
internationaldevelopmentfromtheDavidKennedySchool,bothatBr
ighamYoungUniversity;andherBAfromtheUniversity
ofCalifornia–Berkeley.
5/25/2018 Print
Acknowledgments
Theauthorswouldliketoacknowledgethepeoplewhomadesigni�ica
ntcontributionstothedevelopmentofthistext.Specialthanksareduet
oCherylCechvala,
sponsoringeditor;CarrieBrandt,associatesponsoringeditor;Kristle
Maglunob,assistanteditor;HannahWertheimer,editorialassistant;
CatherineMorrisand
JulieMashburn,productioneditors;coverdesigner,NicoleSanchez-
Sullivan;andLSFEditorialforcopyeditingandtestbanks.Wewantto
givespecial

acknowledgmenttoBarbaraHammondatUtahStateUniversityforco
pyeditingandtoCarolHee,PhD,attheUniversityofNorthCarolina–
ChapelHillfor
contentsuggestions.WealsowanttoacknowledgeBarbaraHammond
andTannerChristensenformoralsupportduringthewritingprocess.
Theauthorswouldalsoliketothankthefollowingreviewers,aswellas
otheranonymousreviewers,fortheirvaluablefeedbackandinsight:
Dr.P.J.Forrest,AlcornStateUniversity
AmyM.Gof�inet,MA,AshfordUniversity
Dr.KatherineHyatt,ReinhardtUniversity
BarbaraJ.Limbach,PhD,ChadronStateCollege
StevenL.Lovett,JD,EmporiaStateUniversity
FarrellK.Martin,AshfordUniversity
LoraReed,PhD,AshfordUniversity
AlanR.Swank,PhD,AshfordUniversity
ElizabethA.Zambrano,MBA,AshfordUniversity
5/25/2018 Print
Preface
CorporateandSocialResponsibility:RoadMapforaSustainableFutu
rehighlightsthesocialandenvironmentalimportanceofcorporateact
ions.Thebook
outlineshowcorporatesocialresponsibilityandsustainabilityideasc
ancreate�irmvalue,fostercompetitiveadvantage,andbeanorganizi
ngframeworkfor

leaders—
whilealsoimprovingworkingandlivingconditionsaroundtheglobe.
Eachchapterprovidesreal-
worldexamplesofbusinessesmakingprogress
towardsocialresponsibilityandsustainability.Thetextalsoofferspr
acticaltoolsforwaystosustainthe�irm,thepeopleinside�irms,andt
henatural
environment.
TextbookFeatures
Toenhancestudentlearning,CorporateandSocialResponsibility:Ro
adMapforaSustainableFutureincludesthefollowingfeatures:
CSRandSustainabilityinActionoffersreal-
worldapplicationcasesstudiesofbusinessesmakingsociallyrespons
ibleandsustainabledecisionsusingthe
practicaltoolsdiscussedinthetext.
ApplyYourKnowledgeencouragesstudentstothinkcriticallybyappl
yingconceptssuchaslifecycleassessment,greenwashing,andstocks
creeningto
businessesthatintereststhem.
CloserLookinteractiveelementsprovideengagingvisualsandscenar
iosforstudentstoreviewandapplycontentknowledge.
LearningObjectiveslistswhatstudentscanachieveafterreadingeach
chapter.
Figuresvisuallyenhanceimportantmodelsandprocessesdiscussedi
nthetext.
PretestandPosttestQuestionsallowstudentstoevaluatetheirknowle
dgebeforeandaftertheyreadeachchapter.

Videosprovidereal-
worldapplicationandenhanceconceptsinthetext.
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5/25/2018 Print

1 SocialResponsibilityand
Sustainability:Similaritiesand
Differences
Joyt/iStockEditorial/Thinkstock
LearningObjectives
Afterreadingthischapter,youshouldbeableto:
De�inecorporatesocialresponsibilityandsustainablebusinessandd
escribehowtheserelate
tothetriplebottomline.
Analyzesystemstheoryandcomplexitytheoryanddiscusshowbothre
latetosustainability.
Describehowcontinuousimprovementcanpromotesustainability.
Evaluatethetypesofwastethatreduce�inancialviabilityorincreases
ocialandeconomic
impact.
Summarizetheelementsofsustainablebusinesspractices.
5/25/2018 Print
Introduction
Thisbookadvocatesabetterwaytodobusiness,buildorganizations,a
ndbene�itsociety.Weargueforaholisticandsustainableapproachto
businessbecause
webelievebusinessisnot,norcanitbe,disconnectedfromsociety,co

mmunities,theenvironment,government,orindividuals.Thischapte
rlaysthefoundation
forthisperspectivebyintroducingtheideaofsociallyresponsibleand
sustainable�irmsandbydescribingaleadershipmind-
setforboth.Thesustainability
mind-
setdescribedheremovesleadersfromareactivestancetoaproactiveo
ne.Whentheyadoptsuchamind-
set,leadersmoveawayfromreactingto
consumers,trends,andactivistsandtowardbeingproactiveandstrate
gicabouttheopportunitiesandinterconnectionsinbusiness.Thesust
ainabilitymind-set
alsohelpsguideleadersandmanagersregardingwhen,why,andhowto
enactsociallyresponsiblebehaviors.Weintroducefoundationaltheo
riesthatsupporta
socialresponsibilityandsustainabilityperspective.Generaltheories
suchascomplexitytheoryandsystemstheory,amongothers,providet
hebackgroundfor
leanmanagementandcontinuousimprovement,practicesthatreduce
wasteandopenopportunitiesforinnovation.Thus,thisbookalternate
sbetween(a)
sharingthetheoreticalandhistoricalunderpinningsofkeysustainabil
ityideasand(b)sharingbestpracticesandexamplesfromawiderange
ofindustries.The
�irsttask,however,requiresustofurtherde�ineandcharacterizethei
dealsofcorporatesocialresponsibilityandcorporatesustainability.
5/25/2018 Print

1.1CorporateSocialResponsibilityandSustainability
De�iningtherelationshipbetweenthemeansofproduction(business
)andsociety(employees,customers,suppliers)hasalonghistory,one
thathasusually
featureddiscussionsaboutthepurposeofbusiness.Historicalmusing
saboutmoderncapitalismusuallyincludedattemptstounderstandthe
properroleof
businessinsocietyandthusformedthefoundationformoderndiscussi
onsofcorporatecitizenship,whichisaloosetermusedtodescribether
elationship
betweenacorporationanditssociety(Barkemeyer,Holt,Figge,&Nap
olitano,2009).Thefollowingsectionde�inestheseconceptsandcov
erstheevolutionof
keyterms.
De�iningCorporateSocialResponsibilityandSustainability
Corporatesocialresponsibility(CSR)referstovoluntaryactionstake
nby�irmsthataredesignedtoimprovesocialorenvironmentalcondit
ions(Mackey,
Mackey,&Barney,2007;McWilliams&Siegel,2001).Morespeci�i
cally,CSRreferstothe"continuingcommitmentbybusinesstocontri
butetoeconomic
developmentwhileimprovingthequalityoflifeoftheworkforceandt
heirfamilies,aswellasofthecommunityandsocietyatlarge"(asquote
dinWorld
BusinessCouncilonSustainableDevelopment,2015).Originally,th
eCSRparadigmsimplyre�lectedthefactthatsomecorporationswere
awareoftheir
immediatebusinesscontextandgenerousonlytothepeoplewithintha
tcontext(primarilyemployeesandcustomers).
Mostheavilydiscussedbybusinessleadersandconsumersinthe1970
s,earlyCSReffortsprimarilyfocusedoncompliancewithlegalcommi
tmentsto

shareholdersorappeasingandsupportinglocalcommunities—
theearliesteffortsanddiscussionofCSRlargelyfocusedoncorporate
philanthropyandworkers'
rights.EarlyCSRbytheDowChemicalCompany,forexample,includ
eddonationstothelocalmuseumandsponsoring�lowergardensalon
gthemainstreetsin
theheadquarter'stownofMidland,Michigan.CSRatDowtodayisamu
chmorecomprehensivepracticethatincludesinnovationanddecisio
nsthatpertainto
newproductdevelopment.
Sincethe1970sCSRhasexpandedtofocuslessoncompliance,philant
hropy,anddonationsandhasbecomeamorestrategic,inclusive,andgl
obalconcept.
Accordingly,thetopichasmovedfrombeingdiscussedprimarilyinet
hicaltermstobothethicalandstrategicones;thewordsustainabilityn
owalso
accompaniesorreplacesthetermCSRinsomediscussions(JonesChri
stensen,Peirce,Hartman,Hoffman,&Carrier,2007).Businesssustai
nabilityrefersto
howanenterprisemanagesthetriplebottomline—
aprocessbywhichcompaniesmanage�inancial,social,andenviron
mentalrisks,obligations,and
opportunities(oftenreferredtoaspro�its,people,andplanet)("De�i
nition,"2015).Thisde�initionofsustainabilityispartiallyrootedint
heenvironmental
movementandimpliesthatinordertoincreasesustainability,acorpor
ationmustreduceitsnegativeenvironmentalandsocialimpactsandin
creaseits
stewardshipofresources.Thus,forsome,sustainabilityincludesCSR
behaviorswhilealsoextendingandbuildingonhistoricallyCSRactiv
ities.Thisbook
advocatestheideathatcorporatesustainabilityincludestypicalCSRa
ctivitiesandaddsmorestrategicenvironmentalandsocialelementsto
theconcept.
AuthorswritingfortheHarvardBusinessReviewsuggestthatsustain

ablebusinesspracticescanbethenorminthefuture.Chouinardandcol
leagues(2011)say,
"Insteadofaskingeither‘howcanweturnapro�it?'or‘howcanwemin
imizeimpact?'managers[ofthefuture]willseethoseastwosidesofthe
samecoin.
Sustainabilitywillsimplybehowbusinessisdone"(para.6).Thisbook
attemptstocapturebothwhatitmeanstobesociallyresponsibleandsu
stainableand
howtoachievesuchresults.
ThechoicesmadebyMerck&Co.'smanagement—
fromphilanthropytodrugdevelopmentandthenin-
kinddonationsforlow-incomecommunities—providean
exampleofa�irmthathasrunasolidandeffectiveCSRandsustainabil
itycampaign.
CSRandSustainabilityinAction:Merck&Co.
In1668JacobFriedrichMerckpurchasedadrugstoreinDarmstadt,Ge
rmany,andhisfamilyoperateditforseveralgenerations.In1891,whe
nGeorge
MerckimmigratedtotheUnitedStates,heestablishedMerck&Co.(no
wMerck&Co.,Inc.)inNewJersey.TodayMerckisoneoftheworld'sse
venlargest
pharmaceuticalcompanies.Itisalsoagenerousone.TheMerckFound
ation,whichisfundedbythecorporation,givesawayasmuchas$500m
illionin
products,services,andcasheveryyear.
Merck'sresearchanddevelopmenthasledtheU.S.FoodandDrugAdm
inistrationtoapprovemoreofitsdrugsthananyothercompany(Merck
&Co.,
2015).Theseincludegroundbreakingdrugsthathelptreatdiabetes,hi
ghcholesterol,autoimmunedisorderssuchasarthritis,andcancer.Me
rckscientist
MauriceHillemandevelopedthe�irstvaccinesformumps,rubella,a

ndchickenpox.Merckscientistsalsodevelopedthe�irststatinclassd
rugandthe�irst
effectivetreatmentfortuberculosis.
In1987Merck&Co.partneredwiththeUnitedNations(UN)todevelo
padrugtodonatetothosewhosufferedfromriverblindnessinAfrica.E
stimates
suggestthatatthattime,thecostofdevelopingsuchadrugaveraged12
yearsand$200million(Hanson,&Weiss,1991).Thedecisiontosuppo
rtdrug
developmentwhenthe�irmmightneverrecoupthecostswasamajoro
nethatMerckexecutivesultimatelysupported.Therearenowregionsi
nwhich
riverblindnesshasbeeneradicated,inlargepartbecauseofthe�inanc
ialandsocialsupportfromMerck.Merck'sactionscontinuetobewidel
yknown
andpubliclycommended.
Thereputationalbene�itsandfreemarketingMerckhasreceivedfro
mitscharitableactionshashelpeditinsocialand�inancialwaysequal
toorbeyondwhatit
couldhavegainedbytakingafor-
pro�itapproach.Thisbookaddresseshowtoidentify,evaluate,andin
telligentlylead�irmstomakesuchchoices.More
importantly,itisabouthowtothinkbeyondnarrowphilanthropy-
onlyversionsofsocialresponsibilityandtowardthewiderandstrategi
cgoalofcorporate
sustainability.This�irstchaptersetsthestageforthisgoal,whilethe
�inalchapter(Chapter10)expandsonaseriesofchallengesthatfuture
leadersfacein
buildingsustainableandsociallyresponsiblecorporations.Bythetim
ereadersreachChapter10,suchgoalsshouldseembothunderstandabl
eandattainable.
Sustainability:Long-TermAccountability

Thede�initionofsustainabilityhasitsrootsinenvironmentalscience
andhassincebeenintegratedintoeconomicsandbusiness.Inthelangu
ageofbusiness,a
sustainablecorporationmitigatesharmandincreasessocialandenvir
onmentalgoodoverthelongtermwhileremainingpro�itableandprov
idingvalued
productsandjobs.Ataminimumsuchacorporationdoesnotharmthes
ocialorecologicalenvironment,nordoesitdepletenationalorhumanr
esources.Allof
theseactivitiesexplicitlysupportlong-
termviability(McWilliams&Siegel,2001).
Oneofthemostwidelyappliedde�initionsofsustainabledevelopme
ntinbusinesscomesfroma1987documentthatgrewoutoftheUN-
mandatedWorld
CommissiononEnvironmentandDevelopment,whichsetupadiverse
grouptode�inesustainabledevelopment.Headedbytheformerprim
eministerof
5/25/2018 Print
Norway,GroHarlemBrundtland,theresultstookyearstoachieveand
werepublishedinareportcalledOurCommonFuture.Thisdocumentc
ametobecalled
the"BrundtlandReport"orthe"Brundtlandde�inition"(eventhough
theentirecommissionworkedtoachieveit)andincludedthefollowing
keytext:
Theenvironmentiswherewelive;anddevelopmentiswhatwedoinatt
emptingtoimproveourlot within that abode. The two are

inseparable.
Sustainabledevelopmentmeetstheneedsofthepresentwithoutcomp
romisingtheabilityoffuturegenerationstomeettheirownneeds.(Wo
rld
CommissiononEnvironmentandDevelopment,1987,PartI)
Theestablishmentofthisde�initionbecamealandmarkeventforsust
ainabledevelopment.Itwasnotablebecauseittookalong-
termviewinitsmentionof
futuregenerations.Italsostoodoutatatimewhenthemajorityofthebu
sinesscommunitywasoperatingunderaveryshort-
termandisolationistornationalist
mind-set.Withitsfocusonlong-
termaccountabilitytofuturegenerations,itgavepolicymakers,busin
esspeople,andgovernmentsastartingpointfromwhich
toevaluateactionsandchoices.Overtime,thede�initionwashonored
fortheseaccomplishmentsbutalsocriticizedformentioning"needs,"
asneedsarehardto
de�ineandharderstilltoagreeuponforlargenumbersofpeople.Despi
tethatissue,thisde�initionofsustainabilitycontinuestodominateth
eliteratureand
popularpressonthetopic.
InterfaceCarpetrepresentsanearlyexampleofhowabusinessusedsu
stainabilityprinciplestobecomeinnovativeandpro�itablewhileatte
mptingtorestore
societyandtheenvironment.RayAnderson,thecompany'sfounder,a
dmitsthatforthecompany's�irst30yearsofoperationhefocusedsole
lyonpro�its.Hedid
notconsiderhisownconsumptionofrawmaterialsasimpactingtheen
vironmentorfuturegenerations.AsAndersonlearnedmoreaboutther
elationship
betweenecologyandcommerce,hepushedthe�irmtotakeresponsibi
lityforitsproducts,fromtheextractionofrawmaterialstothedisposal
ofusedproduct.

CSRandSustainabilityinAction:InterfaceCarpet,Part1
In1973RayAndersonfoundedInterfaceCarpettoprovidemodular�l
oorcoveringstocorporateandinstitutionalclients.Heultimatelybuil
tabillion-
dollarcompany,butin1994Andersonrealizedthecompanylackedan
environmentalpolicy.AsAndersonworkedtocreateone,hewasinspi
redbyPaul
Hawken'sbook,TheEcologyofCommerce.Itdiscussesmanyprincipl
es,butespeciallyhowtoreframebusinesstowardagoalofzerowaste(
Anderson,
1998).
Andersonwasdistressedtolearnthatittook800millionpoundsofnonr
enewablematerialextractedfromtheearthtogenerate$802millionof
product
(Anderson,1998).InspiredbyHawken,hefeltthatbusinessandindust
ryweretheonlyinstitutionslargeandpowerfulenoughtoleadsocietyo
utofthe
environmentalproblemsthatindustryhadhelpedcause.Andersondec
idedtoimmediatelychangehowheranhisbusiness.
InterfaceCarpetmaintainedorimprovedmarketstrengthwhilealsoin
vestinginrenewableenergy,recyclingaggressively,andempowerin
gallemployees
todrivechangeandcreateproductsthataresafeforthemtohandleandf
orconsumerstouse.InterfaceCarpetnowbene�itsitslocalcommunit
y,broader
society,theenvironment,andshareholdersasanormalpartofrunningi
tsbusiness.
Givensustainability'shighpotentialvalueto�irmsandsociety,howc
anitbedeveloped,measured,andturnedintoabusinessgoal?Whattra
de-offsmustbe
consideredtokeepitfrombeingunattainableintheshortterm?Thenex
tsectionattemptstoanswerthesequestionsbydescribingaformofacc

ountabilityand
aclassi�icationofmeasurements(thetriplebottomline)thatallowsu
serstodescribeanddiscusshowanorganizationprogressestowardsus
tainability.
MoreThanOneBottomLine
Asimplewaytoidentifyasustainablebusinessistodeterminewhether
itformallyaccountsfor(orevenconsiders)a"doubleortriplebottomli
ne."Thisphrase
buildsontheconceptofthesinglebottomline—
thetermfor�inancialpro�it.Theideaofatriplebottomlinereference
sananalysisoraccountingtoolthat
evaluatesenvironmentalcosts(orliabilities)andbene�its(orassets)
alongwiththecostsandbene�itsofsocialand�inancialdecisions..If
a�irmconsiderstwoof
thethreecategories,itusesdoublebottomlinethinking;whena�irmc
onsidersallthreecategories,itservesandmeasuresthetriplebottomli
ne.Somegroups
refertothesecategoriesastheThreePs:pro�it,people,andplanet.
TheEconomicBottomLine:Pro�it
Abasiceconomictruthaboutbusinessimpliesthatwithoutsomeform
ofoutsidesubsidyorsimilarintervention,companiesneedasteady�i
nancialpro�itor
theyultimatelyceasetoexist.Whenthecostofrunningthebusinessex
ceedsthe�irm's�inancialpro�it,itmustseekasubsidyorstopoperat
ing.Financialpro�its
paysalaries;supportresearchanddevelopment;fundinvestmentsinp
roperty,supplies,andequipment;contributetothetaxbase;andother
wisedrive
operations.Instandardaccountingpractice,�inancialresultsenable
comparisonstobemadebetween�irms,whichofferinvestorsandoth
erstakeholdersclear
signalsaboutviabilityandvalue.Formany,the�inancialbottomliner
epresentsthemostbasictypeofsustainability—

thekindwherethecompanyis"sustained"
tooperateandthusabletoprovideemployeesandcommunitieswithjo
bsandproducts.Withoutpro�its,thereisnobusiness.Theargumentfo
radditionaltypes
ofbottomlinesstemsfromthebeliefthatmoneyisjustonetypeofresou
rceneededtoruna�irm;however,�irmsmayoperatebetter,lastlonge
r,andinnovate
moreifmanagementalsoconsidersandcalculateshumanandenviron
mentalresources.
TheSocialBottomLine:People
Organizationsdifferwidelyinhowtheytreatemployees,customers,s
uppliers,andevencompetitors.Thetermhumanresourcestypicallyd
escribesan
organizationaldepartmentthathandlesemployee-
relatedissuessuchashiring,�iring,promotion,healthandwellness,b
ene�its,andlegalrights.Theveryterm
fordescribingthedepartmentimpliesthatpeoplearearesource,justli
kemoney.Organizationalmanagerswithadvancedhumanresourcepr
acticessignalto
workersandfutureemployees—aswellasthecommunity—
thatthecompanyinvestsintheverypeoplewhosustainthebusiness.Or
ganizationswhere
managementpurposefullysupports,nurtures,andprotectsemployee
softendosoasanexpressionofCSR.Theunderlyinglogicandmotivati
oncanrunfrom
ethics(valuingpeopleistherightthingtodo)to�inances.Whenemplo
yeesarehappy,secure,andhealthy,thereislessturnover,higherprodu
ctivity,andfewer
trainingandreplacementcosts(Weber,2008).Whateverthemotivati
onbehindpro-
peoplebehaviors,theoutcomesremainsimilar:higherretentionrates,
highersatisfactionrates,fewererrors,lowerhealthcarecosts,andoth
errelatedsavingsandbene�its.Cutting-
edgeCSRandsustainabilitypracticesgobeyond
employeestoincludesuppliers,communitymembers,government,a

ndothers(Weber,2008).
Asustainable�irmmayalsotakealong-
termapproachtodevelopingpeopleinsideandoutsidethecompany.M
anagersinsuchacompanymaygiveemployees
growthandpromotionopportunities,focusondiversityandinclusion,
ortakeanexpansiveviewofwork–
lifebalance.Suchmanagersalsotendtocreatean
environmentwhereinnovationisrewarded,asinnovationbyde�initi
onmoveseveryoneforward.Partofsupportinginnovationrelatestore
mainingloyalto
peoplewhentheyexperiment;italsomeansgivingpeopletheresource
sandfreedomtodevelopideas,buildprototypes,andtestthe�inalpro
duct.Merck&Co.
5/25/2018 Print
offersoneexampleofhowinvestinginemployeesbyprovidingresour
cesandsupportforinnovationcanresultinsocialbene�its(morehealt
h)andcorporate
bene�its(morepro�its)("Keyfacts,"2015).
Investmentsinpeopleareoftencalledsocialinvestments,whichcanta
ketheformofmoneyspentontraining,fairorabove-
marketwages,motivational
programs,bene�itspackages,andmore.Socialinvestmentsnotonlya
cknowledgethatemployeesmakeavaluablecontribution,theyalsohi
ghlightthevalueof
thelivesofpeopleoutsidethecompany.Anexcellentexampleofthisis
themissionstatement(purposefullycalleda"credo")ofJohnson&Joh

nson,adrugand
consumerproductscompanysimilartoMerckinsomeproductcategor
ies.Johnson&Johnson'scredohighlightsitspriorities.The�irstliner
eads:"Webelieve
our�irstresponsibilityistothedoctors,nursesandpatients,tothemot
hersandfathers,andallotherswhouseourproductsandservices"(Joh
nson&Johnson,
2016).
Thisimportantstatementguidescorporateleadersandemployeesinth
eirdailydecisionmakingbecauseittellsthemtoputtheuseroftheprod
uct�irst,notthe
ownerofthecompanyoritsshareholders.Suchaclearsenseoffocusca
nhelpdecisionmakingandprioritysetting,anditlikelyplaysalargerol
einJohnson&
Johnson'ssuccesssincethe1860s.Thatsaid,Johnson&Johnson'scred
odoesnotignorethebusinessaspectsofthepharmaceuticalenterprise
.Itscredosays
laterinthe�irstparagraph:"Oursuppliersanddistributorsmusthave
anopportunitytomakeafairpro�it."Thesecondparagraphstatesthat
theemployeesmust
havea"senseofsecurityintheirjobs"(Johnson&Johnson,2016).
ThislastpointisevidentinJohnson&Johnson'son-
sitecareercenter.Thereemployeeswholeavethecompanycantakead
vantageofthecareercenter's
resources.Johnson&Johnsonemployeeshavearighttoaccessthecare
ercenterfortherestoftheirprofessionallives.Whilecommitmenttoe
mployeesisa
commonCSRpractice,alifelongcommitmentismoreunusualandsets
anexampleforotherstomodelandadapt.Bene�itsfromsuchpractice
sincludeemployee
loyalty,improvedrankingsaspreferredplacesofemployment,reputa
tionalbene�itsthatenhancerecruitingopportunities(Weber,2008),
andotherbene�its
discussedinfuturechapters.

TheEnvironmentalBottomLine:Planet
The�inalbottomlineinvolvesmeasuringthecostsandbene�itsofen
vironmentalelementsusedbythe�irm.Atitsmostbasic,thismetricsi
mplymeans
calculatingandunderstandingthecostofphysicalwasteorthecostand
extentofpollution.Atitsmostcomplex,suchametricmeansattemptin
gtoaccountfor
thecostofclean/dirtyair,clean/dirtywater,sourcingmaterials,andth
ewastethatoccursbecauseofaproduct.Regardingthemostbasiclevel
,mostcompanies
donotwanttobeviewedaspolluters.Mostdon'twanttopollute,butso
meindustriesinherentlyoperatewithmoreblatantpollutionandenvir
onmental
disruption.Forexample,miningcompaniesbyde�initiondiganddisr
upttheearth.Theworkresultsinwastestreamsthatmayhavesomeleve
loftoxicity.Pulp
andpaper�irmsandthoseinthelumberindustrymustharvesttreesand
alterthenaturallandscape(evenoncompanyproperty).Firmsintheex
tractive
industryhavelongreceivedpublicattentionbecauseminingisdanger
ousandresultsinobviouspollution.However,thereremainmanyothe
randlessobvious
waystoconsidertheenvironmentalimpactsofoperatingabusiness.T
heEnvironmentalDefenseFund(EDF)reportsthat1in3Fortune500c
ompaniesuses
internsandadvisorsfromtheEDFtohelpreducetheircorporatecarbon
footprint(EDF,2015).Suchsupportresultsinsimpleinitiativessucha
scarpoolingor
allowing"workfromhomedays"toreduceairpollutiongeneratedbye
mployees,aswellasmorecomplexinitiativesrelatedtochangingpack
agingmaterial,
alteringchemicalcompositionofproducts,relocatingfactories,ands
oon.
CompaniesthatadoptaCSRandsustainabilitymind-

setnolongerseethemselvesasisolatedinthemarketorsociety,oroutsi
deofenvironmentalconcerns.
Theyseethemselvesaspartofthelargersystem.Thismind-
setmaystemfromtheincreasedglobalconnectivitythathasdeveloped
overthepast20years,as
wellasfromanincreasedappreciationforsystemstheoryconcepts,wh
ichhavebeenre�inedandexpandedoverthepast60years.Thefollowi
ngsections
introducesystemstheoryandcomplexitytheoryandexaminetheimpa
ctsofbothontheCSRandsustainabilitymovement.
5/25/2018 Print
1.2TheoriesRelatedtoSustainability
ThenewerapproachtoCSRtakesasystemstheoryperspective,which
meansthatresponsibilityisrelatedtointerconnectednessandinclude
sawiderangeof
actors.BydiscussingtheoriesthatunderpinCSRandsustainability,th
isbookmovesfromdescribingthegoalsofCSRtodescribingtacticsfo
rachievingthem.
Beforedetailingthebene�itsofbuildingasustainablebusinessororg
anization,orhowsustainabilityfeedsandmotivatesCSR,wediscusst
herootsofsomeCSR
andsustainabilityideas.Mostgreatideasemergedependently,withro
otsinotherdisciplines.Similarly,manybelievethatcorporatesustain
abilitystemsfroma
mind-setcalledsystemstheory.

SystemsTheory:AFoundationforCSRandSustainability
Systemstheoryorgeneralsystemstheoryoperatesonthefundamental
ideathatallphenomenaexistasanetworkofrelationshipsamongelem
entsina
system.Also,allsystems,whethersocialorbiological,havecommon
patterns.Thesetheoriesthereforeinvolveidentifyingandconsiderin
gconnectionsbetween
differentgroups,suchasecologicalsystems,socialsystems,andbiolo
gicalsystems.Elementsofsystemstheoryrelatetoclassicalphilosop
hy.Todaybiologist
LudwigvonBertalanffyisprobablythebestandmostnotedsystemsth
eorist.HepublishedPerspectivesonGeneralSystemsTheoryin1975.
Init,hearguesthat
allsystemssharecertaincharacteristics.Commonelementsincludein
puts(suchasrawmaterial),throughputs(suchasshapingtherawmater
ial),andoutputs
(a�inalproductreadytobesold).Asystemcanbede�inedbywhatitta
kesin,whatitchanges,andwhatitputsout.Forexample,alumbercomp
anytakesin
rough-
cuttrees(input);thenemployeesdry,saw,andplanethewood(process
);aftertheseprocesses,the�irmoffersa�inalproductintheformoflu
mber
(output).Foralesstangibleexample,consideracommunicationsyste
m.Thereareinputs(wordsandsignals);throughputs(listeningtoorre
cordingthewords
andsignals);andoutputs(additionalwordsandsignalsthatareideally
relatedtoandlinkwiththeinputs).
Asmentioned,systemstheoryoperatesonthefundamentalideathatall
phenomenahaveanetworkofrelationshipswithcommonpatterns.Th
enotionof
patternsleadsustothesecondsetofideasinthefamilyofsystemstheor
ythatwecallcomplexitytheory.Whiletheideasseemcloselyrelatedto

biologyandlife
sciences,businessadvisorssuchasPeterSenge(1990)andMargaret
Wheatley(1992)havewrittenagreatdealabouttheimportanceofsyst
emstheoryin
businessthinkingandplanning.Tounderstandtherelationship,we�i
rstneedtodescribecomplexitytheory.
ComplexityTheory:AnotherPrecursortoSustainability
Complexitytheoryreferstoageneraltheoryofsystemsthatdescribesh
owcorporations,oranychangeablestructures,adapttotheirenvironm
entandcope
withconditionsofuncertainty(Gleick,1987).Thistheoryhelpsusund
erstandwhysustainabilityissuchapreciousandfragilecommodityin
business.
Complexitytheoryprovidesalensthroughwhichtoviewallsystems,i
ncludingorganizationalonessuchascorporations.Complexitytheor
ystemsfrom
observingnature;itscentraltenetistheideathatallsystemsareorganic
andemergent(orthattheyconstantlygrowandchange).Someonewho
notices
patternsinabusinessorganizationwithinadynamicmarketandsays,"
Thisorganizationhasalifeofitsown"isknowinglyorunknowinglyrec
ognizingakey
themeofcomplexitytheory(Hammond,1997).
HowdoessuchaseeminglyvagueidearelatetobusinessandCSR?Ano
rganizationthatbuildscarsorcreateschemicalcompounds(oranypro
ductorservice)
operatesinwaysboundedbyresources,talent,andmarketopportunity
.Ownersandmanagerscanchangesomewhatovertime,butthepathsfo
rchangeare
limited—
acarmanufacturercannotkeepitscoreresources,talents,andmarketo
pportunitiesandbecomearealestate�irm.While�irmscanchange,w
ecannot
predictwhichpathanorganizationwilltake.Eachmanagerialdecisio

n,eachcorporateactionleadstoanewsetofcomplexrealities.
ConsiderhowRayAndersonturnedInterfaceCarpetfromawaste-
producingorganizationtoonewithalmostzerowaste.Doingsorequir
edachangeinhis
mentalityandawareness.Hetookanunpredictablepathandgainedan
outcomenotforeseenbyhisemployeesorhiscompetitors.Thus,theid
easofcomplexity
theoryandsystemstheorycometogethertosuggestthatitispossibleto
movebusinessfromthetypicalunsustainablebehaviorscommonlypr
acticedtodayand
movetowardthesustainableandrestorativepracticesofthefuture.Sy
stemstheoryandcomplexitytheoryprovideabridgeforunderstandin
ghowthepast
neednotdeterminethefutureofbusiness.Considerthefollowingdesc
riptionofcomplexitytheory:
At each level of complexity, entirely new properties appear.
[And] at each stage, entirely new laws, concepts, and
generalizations are necessary,
requiringinspirationandcreativitytojustasgreatadegreeastheprevi
ousone.Psychologyisnotappliedbiology,norisbiologychemistry.(
Waldrop,
1992,p.82)
Theideathatasystemisnonpredictive(meaningitisnotpossibletokno
whowsomethingwillturnoutbeforeitistried)isanessentialcharacter
isticof
complexitytheory—
italsoprovidesthemotivationtoinnovate.Systemsthatarepredictive
arenotdynamic,becausebyde�initionpredictivemeansknowing
whatwillhappen,sothereisnosurpriseordynamism.Suchpredictives
ystemscannotchangeforthebetterorfortheworse.Morespeci�ically
,NobelPrize–
winningphysicistIlyaPrigogine(Prigogine&Stengers,1984)showe
dthatdisequilibriumisanecessaryconditionforasystem.Prigoginec

alledchangeable
systemsdissipativestructures.Thesearestructuresthatareresilientr
atherthanstable,andordercomesfromwithinthroughself-
organization.Thesephrases
andideasfurtherrelatetobusiness,becauseacknowledgingthatallma
rkets,corporations,andsystemsareself-
organizingre�lectssustainability—corporations
mustcontinuallyadapt.SustainabilityandCSRdirectlyrelatetoacor
poration'sabilitytoadapt.Whenapersonina�irmseesthatactionand
changeare
necessary,applyingthesetheoriescanhelpindividualsand�irmscan
takeactiontowardchange.Again,thesetheoriesrepresentboththemo
tivationandthe
bridgetomovefrompastbehaviorstofuturepractices.
Asde�inedbycomplexitytheory,a�inalcharacteristicofanydynam
icsystem,includingbusiness,isthatsystemsmustbeseenholistically,
orasawholeandnot
justinparts.Thisidearepresentsanotherpointatwhichtheprincipleso
fcomplexitytheoryandthenotionofsustainabilitymerge.Asystemca
nnotbe
sustainablewithoutsomeoneaccountingforasmanyvariablesasposs
ibleinasmuchdetailaspossible.SustainabilityandCSRrequirethatle
aderstakeawide
accountofthesourceofanyproblemandanypossiblesolutions.Thisid
eabringsusbacktotriplebottomlinesandsystemsthinking,wherefut
ureleadersstep
backfromadecisionorfrommeasuringonlythedominantbottomlinet
oseehowalargerviewandmeasuringadditionalbottomlinescanleadt
opositive
change.Laterchaptersinthisbookdiscusshowtoachievesuchchange
s.
Thecentralargumentisthatinordertocreateasustainableorganizatio
n,oneneedstoexpectandaccountforthedynamicaspectsofallorganiz
ations.One

needstolookatthepointsatwhichtheorganizationconnectswithother
s,markets,socialgroupsandsocieties,politics,theenvironment,anda
llotherdynamic
systemswithintheorganization'soperations.Notethatthisimpliesth
atorganizations,likepeopleandecosystems,areinsomewayalive.Ift
heyarenotalive,
theyareatleastdynamictothepointthattheybehaveverymuchlikelivi
ngthings.Inordertosustainalivingthing,oneneedstocontinuouslyi
mprove.
Whenleadersandmanagersembracethisidea,itbecomesnaturaltoatt
emptcontinuousimprovementinworkprocesses,too.Itbecomesseco
ndnaturetoput
rulesinplacetomeasurethecurrentstateofthingsandtosetgoalstocon
tinuouslyreachforadynamicfuturestate.Continuousimprovementr
epresentsone
tacticalwaythatleaderscanhelpmovecompaniestowardmoresociall
yresponsible,pro�itable,andenvironmentallysustainablebehavior
s.
5/25/2018 Print
1.3ContinuousImprovement
Thereareessentiallytwochoiceswhenmanagingabusiness—
onecaneitherstaythesameandgraduallydecayovertimeorpurposely
enactacyclewherethe
businessgraduallyordramaticallyimproves.Tostrategicallydecidet
oanalyzeallprocesseswiththeintenttounderstandandimprovethemi

stocommitto
continuousimprovementinbusiness.Inthiscase,improvemeanstoad
apttothechangingenvironmentandbecomemoreef�icientandinnov
ativewiththe
business'sinputsandthroughputs.Simplyput,dynamicorganization
sthatprevailinthemarketcontinuouslyimprove.Consider,forexamp
le,howifacompany
winsawardsoneyear,thoseaward-
winningbehaviorsbecomeexpectedandstatusquothenextyear;towi
nthenextaward,thecompanymustdosomething
morethanbefore.
Operationsmanagementclassesteachanumberofspeci�icprocesses
that�irmsadopttoformallyenactcontinuousimprovement.Twoexa
mplesofsuch
programsaretheShingomodelandSixSigma.Theseprogramsempha
sizeongoingadaptationastheonlywayanorganizationcanadjusttoac
hanging
environmentandtheonlywaytosustain�inancialstability,customer
loyalty,employeededication,andlowerenvironmentalimpact(Shin
go,1986,1987).
Atthecoreofsuchcontinuousimprovementisaconceptcalledkaizen,
whichmeans"changegood"or"changeforgood"inJapanese.Kaizenb
ecamefamousin
theUnitedStatesfromMasaakiImai's1986book,Kaizen:TheKeytoJ
apan'sCompetitiveSuccess.Continuousimprovementconceptsaresi
milartothose
describedpreviouslythatrelatetogeneralsystemstheory.Thatis,the
yarefocusedoncontinuouslyadaptinginputs,processes,andoutputto
reducewasteand
improvesustainability.
TheShingoModel
TheShingomodelrepresentsoneofthemoreusefulandsuccessfulcha

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