Pan-Optic is pleased to present our three-part series on radicalization and ideology. In the knowledge age and especially in the COVID world, institutions are pressured to change the way they operate and do business frequently and rapidly. We spend much time pontificating about the need to transform workforces (us included), but often without considering the psychological precursors to attitudinal and behavioral change. To help address this problem, we consult the literature on radicalization and ideology with a mind toward the following questions: how do people fundamentally ideologically change? And how can we apply this knowledge to inspire adoption of change in the real world?
In part one, we address: a framework for understanding how someone adopts violent ideology; why framing and frame alignment are key to making ideology stick; the case of “Boston Bomber” Tamerlan Tsarnaev; ethnographic approaches to capturing human intelligence; and the importance of identifying notions of the good or generalizable interests to differentiate normative ideology from potentially problematic ideology. Part one sets the stage for follow-on discussions surrounding the legal implications of managing ideology and uses and applications of radicalization theory for change leaders and managers.
You may read Jason’s article, “Countering Jihadism in America: A Policy Review,” here: www.saisreview.org/2017/03/27/jihadism-in-america/.
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