One of our most distinguished Army commanders identifies the failed policies that have compromised the U. S. military's ability to protect the nation's interests.

Voter turnout was unusually high in the 2004 U.S. presidential election. At first glance, that level of participation—largely spurred by war in Iraq and a burgeoning culture war at home—might look like vindication of democracy. If the recent past is any indication, however, too many Americans will soon return to apathy and inactivity. Clearly, all is not well in our civic life. Citizens are participating in public affairs too infrequently, too unequally, and in too few venues to develop and sustain a robust democracy. This important new book explores the problem of America's decreasing involvement in its own affairs. D emocracy at Risk reveals the dangers of civic disengagement for the future of representative democracy. The authors, all eminent scholars, undertake three main tasks: documenting recent trends in civic engagement, exploring the influence that the design of political institutions and public policies have had on those trends, and recommending steps that will increase the amount and quality of civic engagement in America. The authors focus their attention on three key areas: the electoral process, including elections and the way people get involved; the impact of location, including demographic shifts and changing development patterns; and the critical role of nonprofit organizations and voluntary associations, including the philanthropy that help keep them going. This important project, initially sponsored by the American Political Science Association, tests the proposition that social science has useful insights on the state of our democratic life. Most importantly, it charts a course for reinvigorating civic participation in the world's oldest democracy. The authors: Stephen Macedo (Princeton University), Yvette Alex-Assensoh (Indiana University), Jeffrey M. Berry (Tufts), Michael Brintnall (American Political Science Association), David E. Campbell (Notre Dame), Luis Ricardo Fraga (Stanford), Archon Fung (Harvard), William

Discusses the way leaders deal with risk in making foreign policy decisions

While the United States and its allies put their military focus on the post-9/11 challenges of counter-terrorism and counter-insurgency, Russia and China put their military focus onto the United States and the risks of regional wars that they came to believe they might have to fight against the United States. Their first priority was to put their intellectual houses in order-that is, to adapt military thought and strategic planning to the new problem. The result is a set of ideas about how to bring the United States and its allies to a "culminating point" where they choose to no longer run the costs and risks of continued war. This is the "red theory of victory." Beginning in the second presidential term of Obama administration, the U.S. military focus began to shift, driven by rising Russian and Chinese military assertiveness and outspoken opposition to the regional security orders on their peripheries. But U.S. military thought has been slow to catch up. As a recent bipartisan congressional commission concluded, the U.S. intellectual house is dangerously out of order for this new strategic problem. There is no Blue theory of victory. Such a theory should explain how the United States and its allies can strip away the confidence of leaders in Moscow and Beijing (and Pyongyang) in their "escalation calculus"-that is, that they will judge the costs too high, the benefits to low, and the risks incalculable. To develop, improve, and implement the needed new concepts requires a broad campaign of activities by the United States and full partnership with its allies.

From the bestselling author of Team of Teams and My Share of the Task, an entirely new way to understand risk and master the unknown. Retired four-star general Stan McChrystal has lived a life associated with the deadly risks of combat. From his first day at West Point, to his years in Afghanistan, to his efforts helping business leaders navigate a global pandemic, McChrystal has seen how individuals and organizations fail to mitigate risk. Why? Because they focus on the probability of something happening instead of the interface by which it can be managed. In this new book, General McChrystal offers a battle-tested system for detecting and responding to risk. Instead of defining risk as a force to predict, McChrystal and coauthor Anna Butrico show that there are in fact ten dimensions of control we can adjust at any given time. By closely monitoring these controls, we can maintain a healthy Risk Immune System that allows us to effectively anticipate, identify, analyze, and act upon the ever-present possibility that things will not go as planned. Drawing on examples ranging from military history to the business world, and offering practical exercises to improve preparedness, McChrystal illustrates how these ten factors are always in effect, and how by considering them, individuals and organizations can exert mastery over every conceivable sort of risk that they might face. We may not be able to see the future, but with McChrystal’s hard-won guidance, we can improve our resistance and build a strong defense against what we know—and what we don't.

If you think risk management is a bit of meaningless management-speak, this is the book for you. The world is full of risks and they all need managing. In fact, we all manage risks all the time whether well or badly. Every decision we make involves making some assessment of the risks involved. Risk management is simply an attempt at doing it more explicitly, scientifically and, hopefully, effectively. In this book, readers will learn more about the whys and hows of risk management, and examples of how not to do it. I have tried to explain it in everyday language and show how it can be applied in a small business to your advantage.