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Through the lens of critical drugs theory, which sees drug policy as an oppressive framework that seeks to de-legitimise and stigmatise behaviour that threatens dominant social, cultural and gender norms, this contribution focusses on drug policy participation and governance. It focusses on the different ways women and drug-using women engage with drug policy debates and policy development in the case study of Scotland, and the activism that has enabled their recognition as legitimate participants in the policy process. The contribution calls attention to the generic challenges of civil society engagement in drug policy design, monitoring and evaluation; the particular silencing and marginalisation of drug user’s voices in national and international drug policy processes; and the multiple impediments but also opportunities for women to create stakeholder spaces.

From a paper given at the Tweelanden conferentie Cannabisteelt in de Lage Landen, at the University of Ghent, on 3‐4 December 2007, the author explores the culture of the ban on cannabis and defines its goals.

This chapter introduces electroencephalography (EEG), a measure of neurophysiological activity, as a critical method for investigating individual and team decision-making and cognition. EEG is a useful tool for expanding the theoretical and research horizons in organizational cognitive neuroscience, with a lower financial cost and higher portability than other neuroimaging methods (e.g., functional magnetic resonance imaging). This chapter briefly reviews past work that has applied cognitive neuroscience methods to investigate cognitive processes and outcomes. The focus is on describing contemporary EEG measures that reflect individual cognition and compare them to complementary measures in the field of psychology and management. The authors discuss how neurobiological measures of cognition relate to and may predict both individual cognitive performance and team cognitive performance (decision-making). This chapter aims to assist scholars in the field of managerial and organizational cognition in understanding the complementarity between psychological and neurophysiological methods, and how they may be combined to develop new hypotheses in the intersection of these research fields.