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Although their books did not deny cultural influences on human behavior, they were reproached for taking these influences into consideration marginally, at most. It is extremely unusual that new editions several of his books continue to be published, decades after their first publications. In November 1997, the council... | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
Its ornithological research has been continued in the Max Planck Institute for Ornithology (in Erling-Andechs, Radolfzell and Seewiesen). Along with the former Bonn behavioral biologist, Hanna-Maria Zippelius, Wolfgang Wickler is one of the most aggressive critics of the instinct theory of his mentor, Konrad Lorenz. Wo... | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
Wickler, W.: Mimikry. Nachahmung und Täuschung in der Natur. Munich: 1968. in German— Mimicry in Plants and Animals (Translated by R. D. Martin) McGraw-Hill, New York: 1968. | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
ISBN 0-07-070100-8Wickler, W.: Sind wir Sünder? : Naturgesetze d. Ehe. | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
With intro. by Konrad Lorenz. Munich: 1969. in German Wickler, W.: Antworten der Verhaltensforschung. | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
Munich: 1970. in German Wickler, W.: Verhalten und Umwelt. Hoffmann und Campe Verlag, Hamburg: 1972. in German Wickler, W. and Seibt, U. (publ. | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
): Vergleichende Verhaltensforschung (Reader). Hamburg: 1973. in German Wickler, W.: Stammesgeschichte und Ritualisierung. Zur Entstehung tierischer und menschlicher Verhaltensmuster. | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
Munich: 1975. in German Wickler, W.: Die Biologie der Zehn Gebote. Warum die Natur für uns kein Vorbild ist. Munich: 1991 (new edition). | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
in German— The Biology of the Ten Commandments (Translated by David Smith) New York, McGraw-Hill: 1972). ISBN 0-07-073758-4.Wickler, W. and Seibt, U.: Das Prinzip Eigennutz. Zur Evolution sozialen Verhaltens. | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
Munich / Zurich: 1991 (new edition). in German Wickler, W. and Seibt, U.: Männlich Weiblich. Ein Naturgesetz und seine Folgen. | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
Heidelberg / Berlin: 1998 (new edition). in German Wickler, W. and Seibt, U.: Kalenderwurm und Perlenpost. Biologen entschlüsseln ungeschriebene Botschaften. Heidelberg / Berlin: 1998. in German | https://en.wikipedia.org/wiki/Wolfgang_Wickler |
Khalifa Award for Education is an educational award founded by Khalifa bin Zayed Al Nahyan, the President of the United Arab Emirates and the Ruler of Abu Dhabi. It includes all categories of those working in the field of education in the UAE and in the Arab world.it aims to release the potential capabilities of educat... | https://en.wikipedia.org/wiki/Khalifa_Award_for_Education |
In line with these directions, the Award’s Council of Trustees, its Secretariat General and its Executive Committee decided to include all categories of those working in the educational field both within the UAE and in the wider Arab world. The Award shall include the following categories at the local level: General Ed... | https://en.wikipedia.org/wiki/Khalifa_Award_for_Education |
Trevor Paglen (born 1974) is an American artist, geographer, and author whose work tackles mass surveillance and data collection.In 2016, Paglen won the Deutsche Börse Photography Foundation Prize and he has also won The Cultural Award from the German Society for Photography. In 2017, he was a recipient of a MacArthur ... | https://en.wikipedia.org/wiki/Trevor_Paglen |
Paglen earned a B.A. degree in religious studies in 1998 from the University of California at Berkeley, a M.F.A. degree in 2002 from the School of the Art Institute of Chicago, and a Ph.D. in Geography in 2008 from the University of California at Berkeley.While at UC Berkeley, Paglen lived in the Berkeley Student Coope... | https://en.wikipedia.org/wiki/Trevor_Paglen |
Sean O'Hagan, writing in The Guardian in 2015, said that Paglen, whose "ongoing grand project the murky world of global state surveillance and the ethics of drone warfare", "is one of the most conceptually adventurous political artists working today, and has collaborated with scientists and human rights activists on h... | https://en.wikipedia.org/wiki/Trevor_Paglen |
In 2008 the Berkeley Art Museum devoted a comprehensive solo exhibition to his work. In the next year, Paglen took part in the Istanbul Biennial, and in 2010 he exhibited at the Vienna Secession.Autonomy Cube was a project by Paglen and Jacob Appelbaum which placed relays for the anonymous communication network Tor in ... | https://en.wikipedia.org/wiki/Trevor_Paglen |
Paglen is credited with coining the term "Experimental Geography" to describe practices coupling experimental cultural production and art-making with ideas from critical human geography about the production of space, materialism, and praxis. The 2009 book Experimental Geography: Radical Approaches to Landscape, Cartogr... | https://en.wikipedia.org/wiki/Trevor_Paglen |
I Could Tell You But Then You Would Have to be Destroyed by Me. Brooklyn, NY: Melville House, 2007. ISBN 1-933633-32-8. Blank Spots on the Map: The Dark Geography of the Pentagon's Secret World. | https://en.wikipedia.org/wiki/Trevor_Paglen |
New York: Dutton, 2009. ISBN 9781101011492. Invisible: Covert Operations and Classified Landscapes, Photographs by Trevor Paglen. | https://en.wikipedia.org/wiki/Trevor_Paglen |
New York: Aperture, 2010. ISBN 9781597111300. With an essay by Rebecca Solnit. | https://en.wikipedia.org/wiki/Trevor_Paglen |
The Last Pictures. Oakland, CA: University of California, 2012. ISBN 9780520275003. | https://en.wikipedia.org/wiki/Trevor_Paglen |
Trevor Paglen. London: Phaidon, 2018. ISBN 0714873446. With essays by Laren Cornell, Julia Bryan-Wilson, Omar Kholeif. | https://en.wikipedia.org/wiki/Trevor_Paglen |
Torture Taxi. Co-authored with A. C. Thompson. Brooklyn, NY: Melville House Publishing, 2006. ISBN 1-933633-09-3. Icon, 2007. ISBN 9781840468304. | https://en.wikipedia.org/wiki/Trevor_Paglen |
Experimental Geography - Radical Approaches to Landscape, Cartography, and Urbanism. Brooklyn, NY: Melville House, 2009. ISBN 978-0091636586. Edited by Nato Thompson. | https://en.wikipedia.org/wiki/Trevor_Paglen |
With essays by Paglen, Thompson, and Jeffrey Kastner. Trevor Paglen and Jacob Appelbaum - Autonomy Cube. Revolver, 2016. | https://en.wikipedia.org/wiki/Trevor_Paglen |
ISBN 978-3957633026. Essays by Luke Skrebowski and Keller Easterling on Autonomy Cube, a piece of sculpture by Paglen and Jacob Appelbaum. In English and German. | https://en.wikipedia.org/wiki/Trevor_Paglen |
Paglen has shown photography and other visual works. Massachusetts Museum of Contemporary Art, North Adams, Massachusetts Andy Warhol Museum of Modern Art, Medzilaborce, Slovakia San Francisco Museum of Modern Art, San Francisco, CA Bellwether Gallery, New York, November–December 2006 The Other Night Sky, Berkeley Art ... | https://en.wikipedia.org/wiki/Trevor_Paglen |
Deutsche Börse Photography Foundation Prize 2016, The Photographers' Gallery, London, April–July 2016. Deutsche Börse Photography Prize shortlist with Paglen, Erik Kessels, Laura El-Tantawy, and Tobias Zielony. Radical Landscapes, di Rosa, Napa, February–April 2016 L’Image volée, Americas II, Bahamas Internet Cable Sys... | https://en.wikipedia.org/wiki/Trevor_Paglen |
2014: Pioneer Award from the Electronic Frontier Foundation. 2015: The Cultural Award from the German Society for Photography (DGPh) 2015: Academy Award as cameraman and director for the documentary film Citzenfour. 2016: Deutsche Börse Photography Foundation Prize 2017: MacArthur Fellowship, John D. and Catherine T. M... | https://en.wikipedia.org/wiki/Trevor_Paglen |
Free works of Trevor Paglen at Wikimedia Commons | https://en.wikipedia.org/wiki/Trevor_Paglen |
Market for Loyalties Theory is a media theory based upon neoclassical economics. It describes why governments and power-holders monopolize radio, satellite, internet and other media through censorship using regulations, technology and other controls. It has also been used to theorize about what happens when there is a ... | https://en.wikipedia.org/wiki/Market_for_loyalties_theory |
The theory was originally developed in the 1990s by Monroe Price, professor of law at Cardozo Law School and professor of communication studies at the Annenberg School for Communication at the University of Pennsylvania. His theory explains media regulation in terms of a market with an exchange, not of cash for goods o... | https://en.wikipedia.org/wiki/Market_for_loyalties_theory |
The consumer "pays" for one set of identities or another in several ways that, together, we call "loyalty" or "citizenship." Payment, however, is not expressed in the ordinary coin of the realm: It includes not only compliance with tax obligations, but also obedience to laws, readiness to fight in armed services, or ev... | https://en.wikipedia.org/wiki/Market_for_loyalties_theory |
It may be as ephemeral as the hope for a better future or as concrete as the desire for a national homeland. Identity is valuable to buyers as it contains both the legacy of their history and the promise of their dreams for the future (whether it is for wealth, a better life, or an education). The central idea is that ... | https://en.wikipedia.org/wiki/Market_for_loyalties_theory |
When a monopoly or oligopoly over the flow of information is lost, the unavoidable consequence is destabilization. Market for Loyalties Theory predicts the consequences of loss of control through the application of the concept of elasticity. All other factors being equal, the less elasticity in the market prior to the ... | https://en.wikipedia.org/wiki/Market_for_loyalties_theory |
In 1926, Marco Fanno, an Italian economist, demonstrated that elasticity (and more importantly, stability) increase with additional substitutes. In the case of the Market for Loyalties, the more substitutes for "identity", and by implication the more competition of "identity" in the instance of oligopoly, the more elas... | https://en.wikipedia.org/wiki/Market_for_loyalties_theory |
Thus, when the concept of elasticity is applied to Market for Loyalties Theory, it creates an argument supporting the broadest possible freedom of speech.A complete understanding of the economics underlying the loss of monopoly control over the market requires consideration of other factors of elasticity besides substi... | https://en.wikipedia.org/wiki/Market_for_loyalties_theory |
For instance Shi'a were marginalized in Iraq from fully participating in society during Saddam Husein's regime, and the Shi'a presence after the fall of the regime would increase demand in the Market for Loyalties.Another important factor affecting elasticity in the Market for Loyalties and stability after loss of mono... | https://en.wikipedia.org/wiki/Market_for_loyalties_theory |
The ultimate effect was to increase the inelasticity of the demand curve, thereby increasing the instability after the Market for Loyalties became more open following the removal of Saddam Husein's regime (the principal censor of information in the market).High transaction costs (the cost of switching loyalty) also can... | https://en.wikipedia.org/wiki/Market_for_loyalties_theory |
Organizational dissent is the "expression of disagreement or contradictory opinions about organizational practices and policies". Since dissent involves disagreement it can lead to conflict, which if not resolved, can lead to violence and struggle. As a result, many organizations send the message – verbally or nonverba... | https://en.wikipedia.org/wiki/Organizational_dissent |
Dissent can be a warning sign for employee dissatisfaction or organizational decline. Redding (1985) found that receptiveness to dissent allows for corrective feedback to monitor unethical and immoral behavior, impractical and ineffectual organizational practices and policies, poor and unfavorable decision making, and ... | https://en.wikipedia.org/wiki/Organizational_dissent |
There are three types of dissent: articulated, latent, and displaced (Kassing, 1998). | https://en.wikipedia.org/wiki/Organizational_dissent |
Involves expressing dissent openly and clearly in a constructive fashion to members of an organization that can effectively influence organization adjustment. This may include supervisors, management, and corporate officers. | https://en.wikipedia.org/wiki/Organizational_dissent |
Employees resort to expressing dissent to either their coworkers or other ineffectual audiences within the organization. Employees employ this route when they desire to voice their opinions but lack sufficient avenues to effectively express themselves. | https://en.wikipedia.org/wiki/Organizational_dissent |
Involves expressing dissent to external audiences, such as family and friends, rather than media or political sources sought out by whistle-blowers. | https://en.wikipedia.org/wiki/Organizational_dissent |
Kassing (1997) states there are three factors that influence which dissent strategy an employee will decide to use: Individual Relational Organizational | https://en.wikipedia.org/wiki/Organizational_dissent |
Individual influences concern qualities that employees bring to the organization, expectations they have acquired, and behaviors they enact within organizations. | https://en.wikipedia.org/wiki/Organizational_dissent |
Roberto (2005) claims that employees may have a preference for avoiding conflict. Therefore, they find confrontation in a public setting uncomfortable. Individual's sense of powerlessness and senses of right and wrong are contributing factors (Kassing & Avtgis, 1999). | https://en.wikipedia.org/wiki/Organizational_dissent |
Kassing and Avtgis (1999) demonstrated that an individual's verbal aggressiveness and argumentativeness influence the manner in which an individual will approach expressing dissent. Verbal aggressiveness involves attacking another person's self concept. This may include character attacks, competence attacks, ridicule, ... | https://en.wikipedia.org/wiki/Organizational_dissent |
Argumentativeness, on the other hand, is when an individual argues about controversial issues. Individuals will choose their strategy for expressing dissent based on the strength of their arguments. Kassing and Avtgis (1999) found an individual who is more argumentative and less verbally aggressive is prone to use arti... | https://en.wikipedia.org/wiki/Organizational_dissent |
Work locus of control can also be a contributing influence. An individual with an internal locus of control orientation believes that they have control over their destiny. They feel the only way to bring about a desired outcome is to act. Individuals who see their lives as being controlled by outside forces demonstrate... | https://en.wikipedia.org/wiki/Organizational_dissent |
Relational influences include the types and qualities of relationships people maintain within their organization. Employee relationships Employees develop and maintain various relationships within organizations. These relationships can influence the choices employees make about expressing dissent. Employees may feel un... | https://en.wikipedia.org/wiki/Organizational_dissent |
Homogeneous groups also place pressure on individuals to conform. Since many people fear being embarrassed in front of their peers, they can easily be lulled into consensus (Roberto, 2005). Superior–subordinate relationship The superior–subordinate relationship is an important relational factor. | https://en.wikipedia.org/wiki/Organizational_dissent |
Employees who perceive they have a higher-quality relationship with their supervisors are more often to use articulated dissent. They feel their supervisors respect their opinions and that they have mutual influence and persuasion over the outcome of organizational decisions. Conversely, employees that perceive their r... | https://en.wikipedia.org/wiki/Organizational_dissent |
They feel that there is no room to voice their opinions (Kassing, 2000). Management which models the use of articulated dissent contributes to the use of articulated dissent among its employees (Kassing & Avtgis, 1999). Subordinates who witness their supervisors successfully articulating dissent may be more likely and ... | https://en.wikipedia.org/wiki/Organizational_dissent |
Organizational influences concern how organizations relate to their employees. | https://en.wikipedia.org/wiki/Organizational_dissent |
Once an employee joins an organization, it is through assimilation that they learn the norms of the organization. Perlow (2003) states that organizations placing "high value on being polite and avoiding confrontation" can cause employees to be uncomfortable expressing their differences. Employees make assessments about... | https://en.wikipedia.org/wiki/Organizational_dissent |
Organizational identification and workplace freedom of speech has an effect on an individual's choice of expressing dissent (Kassing, 2000). If an individual highly identifies himself or herself with the organization, they are more likely to use the dissent strategy that mirrors the organization's values. If the organi... | https://en.wikipedia.org/wiki/Organizational_dissent |
An organization that limits the opportunities for employees to voice their opinions, demonstrates contradictory expectations, and gives the perception that openness is not favored, will lead employees to select latent dissent strategies (Kassing & Avtgis, 1999). | https://en.wikipedia.org/wiki/Organizational_dissent |
The perceptions of supervisors and coworkers can be used to further determine an individual's choice of dissent strategy. Employees will take notice of other dissenters and the consequences of their actions and will use this information to refine their "sense of organizational tolerance for dissent, to determine what i... | https://en.wikipedia.org/wiki/Organizational_dissent |
Organizational dissent begins with a triggering event. This triggering event is what propels individuals to speak out and share their opinions about organizational practices or politics. An individual will consider the issue of dissent and whom it concerns before deciding what dissent strategy to use. | https://en.wikipedia.org/wiki/Organizational_dissent |
The types of issues that cause employees to dissent vary. The majority of employees expressed dissent due to resistance of organizational change. Other factors include employee treatment, decision making tactics, inefficiency, role/responsibility, resources, ethics, performance evaluations, and preventing harm (Kassing... | https://en.wikipedia.org/wiki/Organizational_dissent |
An individual will use upward articulate dissent in response to functional and other-focused dissent-triggering events. Organizations are more attractive to upward articulate dissenting when it is in regards to functional aspects. This type of dissent gives the perception that dissenters are being constructive and are ... | https://en.wikipedia.org/wiki/Organizational_dissent |
Individuals may also express latent dissent in response to functional and other-focused dissent-triggering. They determine to use latent instead of articulate when they believe that management is not receptive to employee dissent. This indicates that individuals would use articulate dissent if they feel those channels ... | https://en.wikipedia.org/wiki/Organizational_dissent |
Individuals will readily used displaced dissent regardless of the focus or triggering event. External audiences provide individuals with a low-risk alternative to express dissent. The downfall for organizations, however, is the loss of employee feedback. If an employee expresses their dissent to outsiders, the organiza... | https://en.wikipedia.org/wiki/Organizational_dissent |
In 2002, Kassing's research found upward dissent can be beneficial to both the organization and the individuals involved. | https://en.wikipedia.org/wiki/Organizational_dissent |
Upward dissent serves as an important monitoring force and allows the organization to identify problems and issues before they become damaging. | https://en.wikipedia.org/wiki/Organizational_dissent |
Employees who express upward dissent seem more satisfied, to have better work relationships, and to identify with their organization. | https://en.wikipedia.org/wiki/Organizational_dissent |
Not all organizations are designed to recognize and respond to employee dissent. Furthermore, employees consider expressing upward dissent as a "risky proposition". In several studies Kassing (1997, 1998) found that employees decided to express dissent by considering whether or not they will be perceived as constructiv... | https://en.wikipedia.org/wiki/Organizational_dissent |
When an employee uses factual information derived from physical evidence, knowledge of organizational policies and practices, and personal work experience, they use the direct-factual appeal strategy. This strategy is considered active and constructive because the employees seek evidence and base their assumptions on f... | https://en.wikipedia.org/wiki/Organizational_dissent |
Repetition involves expressing dissent about a topic/issue repeatedly at different points in time. This strategy is often used when an employee feels nothing is being done to correct the original articulated problem/issue and feel that the issue warrants being repeated. The problem with this strategy is that repetition... | https://en.wikipedia.org/wiki/Organizational_dissent |
The solution presentation strategy is deemed as active–constructive since an employee will provide solutions, with or without supporting evidence. This allows the supervisor to be receptive to the expressed dissent and indicates that effort has been put into solving the problem/issue. | https://en.wikipedia.org/wiki/Organizational_dissent |
If an employee feels their immediate supervisors are not responsive to dissent, they may employ the circumvention strategy. This entails the employee choosing to dissent to an audience higher in the organizational hierarchy. If an employee uses this strategy before giving their supervisor they opportunity to handle the... | https://en.wikipedia.org/wiki/Organizational_dissent |
Threatening resignation can also be seen as both active–constructive and active–destructive. This strategy involves the employee threatening to resign as a "form of leverage for obtaining responsiveness and action from supervisors and management." When used to express your concerns about unsafe and intolerable work con... | https://en.wikipedia.org/wiki/Organizational_dissent |
There are some "tricks" that leaders can utilize to develop their employees' attitudes, knowledge, and skills that are needed to foster constructive dissent. | https://en.wikipedia.org/wiki/Organizational_dissent |
Leaders should focus on "How I should make the decision" instead of "What decision should I make". In the end, if they perform the following steps the decision the leader should make will be obvious. | https://en.wikipedia.org/wiki/Organizational_dissent |
Leaders need to ensure that conflict remains constructive. That is, they must stimulate task-oriented disagreement and debate while trying to minimize interpersonal conflict. Eilerman (2006) claims that the way conflict is handled will determine whether the outcome is constructive or destructive. According to Roberto (... | https://en.wikipedia.org/wiki/Organizational_dissent |
Before the process begins, leaders can establish ground rules for how people should interact during the deliberations, clarify the role that each individual will play in the discussions, and build mutual respect. Asking individuals to role play or to become the devil's advocate ahead of time can help reduce affective c... | https://en.wikipedia.org/wiki/Organizational_dissent |
During deliberations, leaders can intervene when debates get heated. They might redirect people's attention and frame the debate in a different light, redescribe the ideas and data in novel ways so as to enhance understanding and spark new branches of discussion or may revisit ideas in hopes of finding common ground (R... | https://en.wikipedia.org/wiki/Organizational_dissent |
After a decision process ends, leaders should reflect on the process and try to derive lessons learned regarding how to manage conflict constructively. Since reflections can lead to new insight, individuals must take time to critically assess the experience. They also must address and repair any hurt feelings and damag... | https://en.wikipedia.org/wiki/Organizational_dissent |
Bennis (2004) emphasizes that corporate leaders must promise their followers that they will never be devalued or punished because they express dissent. All too often in the past, organizations would marginalize or terminate any employee who voiced an opposing view. Additionally, leaders should reward dissent and punish... | https://en.wikipedia.org/wiki/Organizational_dissent |
When leaders establish a climate of openness, they make constructive conflict a habit in the organization and develop behaviors which can be sustained over time. Kassing's (2000) research found that when leaders emphasize workplace freedom of speech, employees openly and clearly express dissent to audiences that are re... | https://en.wikipedia.org/wiki/Organizational_dissent |
Even if a leader takes all the steps indicated above they must be aware of four situations that can undermine their efforts (Roberto, 2005). | https://en.wikipedia.org/wiki/Organizational_dissent |
Leaders should avoid crowding out opportunities to respond or discuss policies. Overloading an agenda can decrease the amount of time that is available for an individual to express their view. | https://en.wikipedia.org/wiki/Organizational_dissent |
Employing the same person as devil's advocate can cause the view that it is an "empty ritual". It is seen as being done for procedural reasons instead of seeking dissenting views. | https://en.wikipedia.org/wiki/Organizational_dissent |
Leaders should not allow employee subgroups to have too much time before coming together as a group. Doing so can cause the employees to become attached to an argument and as a result they may not be open to other ideas. | https://en.wikipedia.org/wiki/Organizational_dissent |
Leaders should avoid focusing on qualitative data. The employees may become more focused on the data than the real issue(s). | https://en.wikipedia.org/wiki/Organizational_dissent |
Whistle-blowing is a subset of dissent. It involves the expression of dissent to external organizations such as media and political avenues that have the power to take corrective action. Kassing (2000) believes that the whistle-blowing process begins at the superior–subordinate relationship. If a superior response to a... | https://en.wikipedia.org/wiki/Organizational_dissent |
In fact, evidence indicates that only as a last resort do the dissendents finally go public with their tales (Bennis, 2004, Kassing, 2000). Whistle-blowers are often high-performing employees who believe they are doing their job (Martin, 2005). They just want to bring people's attention to a problem that is potentially... | https://en.wikipedia.org/wiki/Organizational_dissent |
Despite this, whistle-blowers are perceived negatively and suffer grave consequences. They are often ostracized, harassed, and attacked by their superiors and coworkers. They face termination, financial losses, stress, relationship breakdown, and health problems. | https://en.wikipedia.org/wiki/Organizational_dissent |
Even worse, few whistle-blowers seem to bring about any change. The organization seems to put all their efforts into destroying the whistle-blower while ignoring the original problem. The organization will take great measures to cover-up the problem, devalue the target, reinterpret the events, and intimidate and/or bri... | https://en.wikipedia.org/wiki/Organizational_dissent |
The Montafonerhaus (or Montafon house) is a house type in the Montafon valley in Vorarlberg (Austria).It is built as a mixed construction of stone and wood. The Montafonerhaus was a popular type of house from the 15th to the 20th century. These spacious buildings characterize the landscape in the Montafon valley until ... | https://en.wikipedia.org/wiki/Montafonerhaus |
In the Montafon, the Rhaeto-Romanic stone house (which had its origins in Graubünden) and the wooden Walser house (originating in Valais) developed into its own form of house in a mixed stone-wood construction. Wood from local forests has always played a central role in the choice of material. Most Montafon houses have... | https://en.wikipedia.org/wiki/Montafonerhaus |
The Montafonerhaus is a so-called Paarhof. This means that the house and the stable or other additional buildings (e.g., for equipment storage) are separated. In contrast to this, the Bregenzerwälderhaus is a Einhof (byre-dwelling) which means that the house and stable are both under one roof.From a functional point of... | https://en.wikipedia.org/wiki/Montafonerhaus |
There are two basic types, depending on where the entrance door is located: in type I it is in the valley-facing gable wall, in type II the entrance is on the side of the eaves sheltered from the wind. | https://en.wikipedia.org/wiki/Montafonerhaus |
From the outside, the whitewashed walls form a clear contrast to the black and brown wooden walls. The flat roof is a snow roof with a pitch of 23 to 25 degrees and was originally a clapboard. A snow roof is inclined so gently that the snow stays on the roof as heat insulation and does not slide off as a roof avalanche... | https://en.wikipedia.org/wiki/Montafonerhaus |
The Montafon table was a typical piece of furniture in a Montafonerhaus. This has an inlaid octagonal (4 broken corners) table top with a slate inlaid in the centre and stands on sloping feet. The slate was used to put down hot pots and as a writing board for the card game Jassen. | https://en.wikipedia.org/wiki/Montafonerhaus |
The Montafon table includes a corner seat, chairs and a Herrgottswinkel above the corner seat with a cross and two votive images.Montafon tables are one-of-a-kind pieces that are still, although rarely, made today by dedicated carpenters. Local woods such as pear, cherry, oak, beech, nut, elm and maple have been stored... | https://en.wikipedia.org/wiki/Montafonerhaus |
There is often a small herb and vegetable garden close to the house, which is secured with a fence against cattle and game. The hay barn, built almost entirely of wood, is 10 to 20 m from the house; both together they form a so-called pair farm (stable and house are next to or against each other, in avalanche areas als... | https://en.wikipedia.org/wiki/Montafonerhaus |
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