Although recent censure of corporate boards of directors as "passive" and "supine" may be excessive, those who criticize board performance have plenty of substantive ammunition. Too many corporate boards fail in their two crucial responsibilities of overseeing long-term company strategy and of selecting. evaluating, and determining appropriate. compensation of top management. Attimes, despite disappointing corporate performance, compensation of chief executive officers reaches indefensibly high levels, Nevertheless, suggestions that the government should legislate board reform are premature. There are ample opportunities for boards themselves to improve corporate performance.

    Most corporate boards' compensation committees focus primarily on peer-group comparisons. They are content if the pay of top executives approximates that of the executives of competing firms with comparable short-term earnings or even that of executives of competing firms of comparable size. However, mimicking the compensation policy of competitors for the sake of parity means neglecting the value of compensation as a means of stressing long-term performance. By tacitly detaching executive compensation policy from long-term performance, committees harm their companies and the economy as a whole. The committees must develop incentive compensation policies to emphasize long-term performance. For example a board's compensation committee can, by carefully proportioning straight salary and such short-term and long-term incentives as stock options, encourage top management to pursue a responsible strategy.

    Historians who study European women of the Renaissance try to measure "independence," "options," and other indicators of the degree to which the expression of women's individuality was either permitted or suppressed.Influenced by Western individualism, these historians define a peculiar form of personhood: an innately bounded unit, autonomous and standing apart from both nature and society. An anthropologist, however, would contend that a person can be conceived in ways other than as an "individual." In many societies a person's identity is not intrinsically unique and self-contained but instead is defined within a complex web of social relationships.

    In her study of the fifteenth-century Florentine widow Alessandra Strozzi, a historian who specializes in European women of the Renaissance attributes individual intention and authorship of actions to her subject. This historian assumes that Alessandra had goals and interests different from those of her sons, yet much of the historian's own research reveals that Alessandra acted primarily as a champion of her sons' interests, taking their goals as her own. Thus Alessandra conforms more closely to the anthropologist's notion that personal motivation is embedded in a social context. Indeed, one could argue that Alessandra did not distinguish her personhood from that of her sons. In Renaissance Europe the boundaries of the con-ceptual self were not always firm and closed and did not necessarily coincide with the boundaries of the bodily self.