War is waging between the Changer Nation and Sakura's army. It's the ultimate battle of good vs. evil. Meanwhile, Darren's brother has developed impundulu powers, Gabriella must deal with her own emotions, Fiona makes an attempt to unite the selkie faction, and Mack must stay on enemy lines, gathering intel. But when an ancient secret is revealed, at the very heart of the war, it just may be the end of the Changer world as we know it.

rofessor Gilpin uses history, sociology, and economic theory to identify the forces causing change in the world order.

How to build a movement to confront climate change The climate crisis is not primarily a problem of ‘believing science’ or individual ‘carbon footprints’ – it is a class problem rooted in who owns, controls and profits from material production. As such, it will take a class struggle to solve. In this ground breaking class analysis, Matthew T. Huber argues that the carbon-intensive capitalist class must be confronted for producing climate change. Yet, the narrow and unpopular roots of climate politics in the professional class is not capable of building a movement up to this challenge. For an alternative strategy, he proposes climate politics that appeals to the vast majority of society: the working class. Huber evaluates the Green New Deal as a first attempt to channel working class material and ecological interests and advocates building union power in the very energy system we need to dramatically transform. In the end, as in classical socialist movements of the early 20th Century, winning the climate struggle will need to be internationalist based on a form of planetary working class solidarity.

Collective experiences in the former Yugoslavia documents and analyses how social representations and practices are shaped by collective violence in a context of ethnic discourse. What are the effects of violence and what are the effects of collectively experienced victimisation on societal norms, attitudes and collective beliefs? This volume stresses that mass violence has a de- and re-structuring role for manifold psychosocial processes. A combined psychosocial approach draws attention to how most people in the former Yugoslavia had to endure and cope with war and dramatic societal changes and how they resisted and overcame ethnic rivalry, violence and segregation. It is a departure from the mindset that depict most people in the former Yugoslavia as either blind followers of ethnic war entrepreneurs or as intrinsically motivated for violence by deep-rooted intra-ethnic loyalties and inter-ethnic animosities.

How the Pentagon became the world’s largest single greenhouse gas emitter and why it’s not too late to break the link between national security and fossil fuel consumption. The military has for years (unlike many politicians) acknowledged that climate change is real, creating conditions so extreme that some military officials fear future climate wars. At the same time, the U.S. Department of Defense—military forces and DOD agencies—is the largest single energy consumer in the United States and the world’s largest institutional greenhouse gas emitter. In this eye-opening book, Neta Crawford traces the U.S. military’s growing consumption of energy and calls for a reconceptualization of foreign policy and military doctrine. Only such a rethinking, she argues, will break the link between national security and fossil fuels. The Pentagon, Climate Change, and War shows how the U.S. economy and military together have created a deep and long-term cycle of economic growth, fossil fuel use, and dependency. This cycle has shaped U.S. military doctrine and, over the past fifty years, has driven the mission to protect access to Persian Gulf oil. Crawford shows that even as the U.S. military acknowledged and adapted to human-caused climate change, it resisted reporting its own greenhouse gas emissions. Examining the idea of climate change as a “threat multiplier” in national security, she argues that the United States faces more risk from climate change than from lost access to Persian Gulf oil—or from most military conflicts. The most effective way to cut military emissions, Crawford suggests provocatively, is to rethink U.S. grand strategy, which would enable the United States to reduce the size and operations of the military.

It’s been eight years since the Change rendered technology inoperable across the globe. Rising from the ashes of the computer and industrial ages is a brave new world. Survivors have banded together in tribal communities, committed to rebuilding society. In Oregon’s Willamette Valley, former pilot Michael Havel’s Bearkillers are warriors of renown. Their closest ally, the mystical Clan Mackenzie, is led by Wiccan folksinger Juniper Mackenzie. Their leadership has saved countless lives. But not every leader has altruistic aspirations. Norman Arminger, medieval scholar, rules the Protectorate. He has enslaved civilians, built an army, and spread his forces from Portland through most of western Washington State. Now he wants the Willamette Valley farmland, and he’s willing to wage war to conquer it. And unknown to both factions is the imminent arrival of a ship from Tasmania bearing British soldiers...

As Clausewitz observed, “In war more than anywhere else, things do not turn out as we expect.” The essence of war is a competitive reciprocal relationship with an adversary. Commanders and institutional leaders must recognize shortfalls and resolve gaps rapidly in the middle of the fog of war. The side that reacts best (and absorbs faster) increases its chances of winning. Mars Adapting examines what makes some military organizations better at this contest than others. It explores the institutional characteristics or attributes at play in learning quickly. Adaptation requires a dynamic process of acquiring knowledge, the utilization of that knowledge to alter a unit’s skills, and the sharing of that learning to other units to integrate and institutionalize better operational practice. Mars Adapting explores the internal institutional factors that promote and enable military adaptation. It employs four cases, drawing upon one from each of the U.S. armed services. Each case was an extensive campaign, with several cycles of action/counteraction. In each case the military institution entered the war with an existing mental model of the war they expected to fight. For example, the U.S. Navy prepared for decades to defeat the Japanese Imperial Navy and had developed carried-based aviation. Other capabilities, particularly the Fleet submarine, were applied as a major adaptation. The author establishes a theory called Organizational Learning Capacity that captures the transition of experience and knowledge from individuals into larger and higher levels of each military service through four major steps. The learning/change cycle is influenced, he argues, by four institutional attributes (leadership, organizational culture, learning mechanisms, and dissemination mechanisms). The dynamic interplay of these institutional enablers shaped their ability to perceive and change appropriately.