Arthur McGill did not write very much, but what he did write is as theologically suggestive and startling today as it was when it was written in the 1960s and 1970s. He was not well known during his lifetime, but those who cared about the work of theology knew Arthur McGill. Writing during the ascendency of the "Death of God" theologies, McGill's words have a freshness that the more widely known theological writing of that time has lost. McGill wrote only two short books during his life, and just a handful of scattered essays, often published in obscure places. We are fortunate that Kent Dunnington has collected and introduced those essays here. The essays reveal a theologian with an uncanny and intrepid resolve to make theological claims illumine and unsettle our lives. As Stanley Hauerwas writes in his afterword to the collection, "To read McGill is to discover a way to do theology without fear. God knows from where he came, but McGill, as the chapters in this welcome and important book demonstrate, had the ability to make theology do work so that we might better negotiate the imponderable reality we call 'our life.'"

In Uncertain Times considers how policymakers react to dramatic developments on the world stage. Few expected the Berlin Wall to come down in November 1989; no one anticipated the devastating attacks on the World Trade Center and the Pentagon in September 2001. American foreign policy had to adjust quickly to an international arena that was completely transformed. Melvyn P. Leffler and Jeffrey W. Legro have assembled an illustrious roster of officials from the George H. W. Bush, Clinton, and George W. Bush administrations—Robert B. Zoellick, Paul Wolfowitz, Eric S. Edelman, Walter B. Slocombe, and Philip Zelikow. These policymakers describe how they went about making strategy for a world fraught with possibility and peril. They offer provocative reinterpretations of the economic strategy advanced by the George H. W. Bush administration, the bureaucratic clashes over policy toward the breakup of the USSR, the creation of the Defense Policy Guidance of 1992, the expansion of NATO, the writing of the National Security Strategy Statement of 2002, and the invasion of Iraq in 2003. A group of eminent scholars address these same topics. Bruce Cumings, John Mueller, Mary Elise Sarotte, Odd Arne Westad, and William C. Wohlforth probe the unstated assumptions, the cultural values, and the psychological makeup of the policymakers. They examine whether opportunities were seized and whether threats were magnified and distorted. They assess whether academicians and independent experts would have done a better job than the policymakers did. Together, policymakers and scholars impel us to rethink how our world has changed and how policy can be improved in the future.

Innovation is how businesses stay ahead of the competition and adapt to market conditions that change in unpredictable and uncertain ways. In the first decade of the twenty-first century, high-end cuisine underwent a profound transformation. Once an industry that prioritized consistency and reliability, it turned into one where constant change was a competitive necessity. A top restaurant’s reputation and success have become so closely bound up with its ability to innovate that a new organizational form, the culinary research and development team, has emerged. The best of these R&D teams continually expand the frontiers of food—they invent a constant stream of new dishes, new cooking processes and methods, and even new ways of experiencing food. How do they achieve this nonstop novelty? And what can culinary research and development teach us about how organizations innovate? Vaughn Tan opens up the black box of elite culinary R&D to provide essential insights. Drawing on years of unprecedented access to the best and most influential culinary R&D teams in the world, he reveals how they exemplify what he calls the uncertainty mindset. Such a mindset intentionally incorporates uncertainty into organization design rather than simply trying to reduce risk. It changes how organizations hire, set goals, and motivate team members and leads organizations to work in highly unconventional ways. A revelatory look at the R&D kitchen, The Uncertainty Mindset upends conventional wisdom about how to organize for innovation and offers practical insights for businesses trying to become innovative and adaptable.

Introduction -- 1. Golden age : years of reconstruction -- 2. Thinking of Europe and beyond : Nixon and Kissinger's priorities -- 3. Special relationships : a journey to a continent in transition -- 4. Living with deficits : economic predicaments -- 5. Downward spiral : monetary turmoil and the end of the old order -- 6 Turning point : the United States and the end of "benign hegemony" -- Conclusion.

How do ordinary people navigate the intense uncertainty of the onset of war? Different individuals mobilize in different ways—some flee, some pick up arms, and some support armed actors as civil war begins. Drawing on nearly two hundred in-depth interviews with participants and nonparticipants in the Georgian-Abkhaz war of 1992–1993, Anastasia Shesterinina explores Abkhaz mobilization decisions during that conflict. Her fresh approach underscores the uncertain nature of the first days of the war when Georgian forces had a preponderance of manpower and arms. Mobilizing in Uncertainty demonstrates, in contrast to explanations that assume individuals know the risk involved in mobilization and make decisions based on that knowledge, that the Abkhaz anticipated risk in ways that were affected by their earlier experiences and by social networks at the time of mobilization. What Shesterinina uncovers is that to make sense of the violence, Abkhaz leaders, local authority figures, and others relied on shared understandings of the conflict and their roles in it—collective conflict identities—that they had developed before the war. As appeals traveled across society, people consolidated mobilization decisions within small groups of family and friends and based their actions on whom they understood to be threatened. Their decisions shaped how the Georgian-Abkhaz conflict unfolded and how people continued to mobilize during and after the war. Through this detailed analysis of Abkhaz mobilization from prewar to postwar, Mobilizing in Uncertainty sheds light on broader processes of violence, which have lasting effects on societies marked by intergroup conflict.

This book deals with an often-neglected feature of location problems, namely uncertainty, by combining two related fields: location theory and optimization. Written by leading researchers and practitioners in these fields, each chapter examines one aspect of the location process in different contexts, such as supply chains; location decisions under congestion; disaster management; design of resilient facilities; uncertainty in the health sector; and facility location in the retail sector under uncertainty. The book also addresses methodological aspects, such as chance-constrained approaches, heuristic algorithms, scenario approaches, and simulation. As such, it provides decision-makers with essential methods, tools and approaches to help them deal with these uncertainties. It is mainly intended for graduate students in the fields of operations research and logistics, as well as professionals in logistics and supply chain management.