Crisis and Change Today explains the basic principles of Marxist social theory, shaped around forty key questions about society and social change. Topics include history, economics, class structure, the dialectical method, racial oppression, the collapse of the Soviet bloc, and problems of "late capitalism" and globalization. Thoroughly updated, the second edition of Crisis and Change Today explores how Marxist analysis not only serves as a useful tool to explore the roots of recent crises in capitalism, but also provides a powerful framework to help understand weaknesses in Marxist praxis. Book jacket.

Become a better crisis leader while equipping yourself with the tools for every day transformative leadership Today, in an instant, leaders can find themselves face-to-face with crisis. An active shooter. A media controversy. A data breach. In You're It, the faculty of the National Preparedness Leadership Initiative at Harvard University takes you to the front lines of some of the toughest decisions facing our nation's leaders-from how to mobilize during a hurricane or in the aftermath of a bombing to halting a raging pandemic. They also take readers through the tough decision-making inside the world's largest companies, hottest startups, and leading nonprofits. The authors introduce readers to the pragmatic model and methods of Meta-Leadership. They show you how to understand what is happening during a moment of crisis and change, what to do about it, and how to hone these skills to lead high-performing teams. Then, when crisis hits, you can pivot to be the leader people follow when it matters most. A book for turbulent times, You're It is essential reading for anyone preparing to lead an adaptive team through crisis and change.

The acclaimed historian demonstrates a link between climate change and social unrest across the globe during the mid-17th century. Revolutions, droughts, famines, invasions, wars, regicides, government collapses—the calamities of the mid-seventeenth century were unprecedented in both frequency and severity. The effects of what historians call the "General Crisis" extended from England to Japan and from the Russian Empire to sub-Saharan Africa and the Americas. In this meticulously researched volume, historian Geoffrey Parker presents the firsthand testimony of men and women who experienced the many political, economic, and social crises that occurred between 1618 to the late 1680s. He also incorporates the scientific evidence of climate change during this period into the narrative, offering a strikingly new understanding of the General Crisis. Changes in weather patterns, especially longer winters and cooler and wetter summers, disrupted growing seasons and destroyed harvests. This in turn brought hunger, malnutrition, and disease; and as material conditions worsened, wars, rebellions, and revolutions rocked the world.

Modern organizational crises are complex, diverse, and frequent. Ineffective crisis management can result in catastrophic loss. Crisis Management: Resilience and Change introduces students to best practices for preventing, containing, and learning from crises in our global, media-driven society. While covering the strengths of existing works on crisis management, such as systems, leadership, communication, and stakeholder perspective, this innovative new text goes beyond to include global, ethical, change, and emotional aspects of crisis communication. Using her proven transformative crisis management framework, Sarah Kovoor-Misra illustrates how organizations of all sizes can be adaptable, proactive, resilient, and ethical in the face of calamity.

An optimistic vision of the future after Covid-19 by a leading professor of globalisation at the University of Oxford. We are at a crossroads. The wrecking-ball of Covid-19 has destroyed global norms. Many think that after the devastation there will be a bounce back. To Ian Goldin, Professor of Development and Globalisation at the University of Oxford, this is a retrograde notion. He believes that this crisis can create opportunities for change, just as the Second World War forged the ideas behind the Beveridge Report. Published in 1942, it was revolutionary and laid the foundations for the welfare state alongside a host of other social and economic reforms, changing the world for the better. Ian Goldin tackles the challenges and opportunities posed by the pandemic, ranging from globalisation to the future of jobs, income inequality and geopolitics, the climate crisis and the modern city. It is a fresh, bold call for an optimistic future and one we all have the power to create.

Crisis & Renewalpresents a radical view of how all successful organizations evolve and renew themselves and of what managers must do to lead the revival. Contrary to traditional organizational theory, which emphasizes rationality and control in the management of change, this book argues that there are times when managers must deliberately create crises by committing acts of "ethical anarchy" in order to break the constraints of success and renew their organizations.Hurst develops a model of change -- the organizational ecocycle -- to explain how even successful organizations become systematically vulnerable to catastrophe. He brings the model to life with stories of crisis and renewal from both his own management and consulting experiences and a cross-section of enterprises -- from the hunter-gatherers of the Kalahari and the Quakers of the Industrial Revolution to contemporary organizations such as 3M and Nike.Born when people come together to capitalize on an opportunity, young organizations are usually dedicated to innovation and learning. As they grow and age, they become preoccupied with performance. Sooner or later they become constrained by their own success. For, in the pursuit of performance, what were once self-selected roles become designated tasks, flexible teams become rigid structures, open networks give way to closed systems, and control supplants commitment as people change. The risk, says Hurst, is that this single-minded, performance orientation may render organizations dangerously insensitive to subtle changes in the environment, seriously damaging their ability to learn.Renewal-changing a performance organization back into a learning organization-demands the restoration of the excitement, emotional commitment, and values often missing from large enterprises. It involves returning to the founding principles of the firm to reconnect the past with the present. In the aftermath of crisis, only shared values can hold a renewing organization together.Crisis & Renewalgives managers the theoretical grounding and the practical tools for leading their organizations to new life. The Management of Innovation and Change Series.

Over the last decade, a heated debate has raged in the US and the UK over whether the humanities are in crisis, and, if there is one, what form this crisis takes and what the response should be. Questioning how there can be such disagreement over a fundamental point, The Changing Face of Higher Education explores this debate, asking whether the humanities are in crisis after all by objectively evaluating the evidence at hand, and opening the debate up to a global scale by applying the questions to twelve countries from different continents. Each carefully chosen contributor considers the debate from the perspective of a different country. The chapters present data on funding, student enrolment in the humanities, whether the share of total enrolment in this area is falling, and answer the following questions: What does each country mean by the ‘humanities’? Is there a ‘crisis’ in the humanities in this country? What are the causes for the crisis? What are the implications for the humanities disciplines? Uniquely offering an objective evaluation of whether this crisis exists, the book will appeal to international humanities and higher education communities and policy-makers, including postgraduate students and academics.