Interactions among individuals representing culturally dissimilar and politically unequal groups are a ubiquitous feature of modern life. Navigating Power: Cross-Cultural Competence in Navajoland by Gelaye Debebe is concerned with how these interactions affect task coordination in organizational settings. While much research has addressed the effect of cultural differences on these interactions, very little work has been done examining the role of political inequality. Research suggests that cross-cultural breakdowns arise from differing cultural values and assumptions. Overcoming these breakdowns requires cross-cultural competence. This competence entails the ability to sustain a learner stance in the face of ambiguity, uncertainty, and negative or ambivalent emotional states. Cross-cultural learning is also viewed as a mutual process in which individuals examine their assumptions and jointly construct novel solutions. This book suggests that where power inequalities rooted in historical events are coupled with cultural differences, politically subordinate group members have a keen understanding of the dominant group culture. For them, the violation of historical sensitivities rooted in collective memories, and not cultural clash, are potent triggers for communication breakdown. Because of political inequality, mutuality is not a given in the learning process. Frequently there is a presumption that the knowledge and expertise of dominant group members is universal, better and legitimate. Faced with this situation, subordinate group members draw on power-based rules to interrupt the dominant postures of the politically powerful group. To illustrate these dynamics, Navigating Power draws upon qualitative data from an inter-organizational relationship between an Anglo and Navajo organization. It focuses on two contrasting patterns of interaction, the first of which involves ignoring and suppressing context, and the second involves reading and writing context.

Interactions among individuals representing culturally dissimilar and politically unequal groups are a ubiquitous feature of modern life. Navigating Power: Cross-Cultural Competence in Navajo Land by Gelaye Debebe is concerned with how these interactions affect task coordination in organizational settings. While much research has addressed the effect of cultural differences on these interactions, very little work has been done examining the role of political inequality. Research suggests that cross-cultural breakdowns arise from differing cultural values and assumptions. Overcoming these breakdowns requires cross-cultural competence. This competence entails the ability to sustain a learner stance in the face of ambiguity, uncertainty, and negative or ambivalent emotional states. Cross-cultural learning is also viewed as a mutual process in which individuals examine their assumptions and jointly construct novel solutions. This book suggests that where power inequalities rooted in historical events are coupled with cultural differences, politically subordinate group members have a keen understanding of the dominant group culture. For them, the violation of historical sensitivities rooted in collective memories, and not cultural clash, are potent triggers for communication breakdown. Because of political inequality, mutuality is not a given in the learning process. Frequently there is a presumption that the knowledge and expertise of dominant group members is universal, better and legitimate. Faced with this situation, subordinate group members draw on power-based rules to interrupt the dominant postures of the politically powerful group. To illustrate these dynamics, Navigating Power draws upon qualitative data from an inter-organizational relationship between an Anglo and Navajo organization. It focuses on two contrasting patterns of interaction, the first of which involves ignoring and suppressing context, and the second involves reading and writing context.

From two influential and visionary thinkers comes a big idea that is changing the way movements catch fire and ideas spread in our highly connected world. For the vast majority of human history, power has been held by the few. "Old power" is closed, inaccessible, and leader-driven. Once gained, it is jealously guarded, and the powerful spend it carefully, like currency. But the technological revolution of the past two decades has made possible a new form of power, one that operates differently, like a current. "New power" is made by many; it is open, participatory, often leaderless, and peer-driven. Like water or electricity, it is most forceful when it surges. The goal with new power is not to hoard it, but to channel it. New power is behind the rise of participatory communities like Facebook and YouTube, sharing services like Uber and Airbnb, and rapid-fire social movements like Brexit and #BlackLivesMatter. It explains the unlikely success of Barack Obama's 2008 campaign and the unlikelier victory of Donald Trump in 2016. And it gives ISIS its power to propagate its brand and distribute its violence. Even old power institutions like the Papacy, NASA, and LEGO have tapped into the strength of the crowd to stage improbable reinventions. In New Power, the business leaders/social visionaries Jeremy Heimans and Henry Timms provide the tools for using new power to successfully spread an idea or lead a movement in the twenty-first century. Drawing on examples from business, politics, and social justice, they explain the new world we live in--a world where connectivity has made change shocking and swift and a world in which everyone expects to participate.

A retired Wall Street Journal editor and mother compares two generations of women—boomers and GenXers—to examine how each navigates the emotional and professional challenges involved in juggling managerial careers and families. For the first time in American history, a significant number of mothers are heading major corporations, including General Motors, Ulta Beauty, and Best Buy. Over the past several decades, women have made gains throughout executive suites. Yet these “Power Moms” still struggle with balancing their management responsibilities with raising children. Joann S. Lublin draws on the experiences of the nation’s two generations of these successful women to measure how far we’ve come—and how far we still need to go. Lublin combines her own insights with those of eighty-five executive mothers across industries—including experienced public-company chiefs such as Carol Bartz, the first woman to command Autodesk and Yahoo; Hershey’s Michele Buck, DuPont’s Ellen Kullman, ITT’s Denise Ramos, and WW International’s Mindy Grossman—and twenty-five of their grown daughters. Lublin reveals how trailblazer boomers, many now in their sixties, often endured sweeping disapproval for their demanding management careers, even as their own daughters sometimes rejected their choices. While the second wave of executive mothers—all under forty-five—handle working parenthood with less angst, they still lead stressful lives. Power Moms provides lessons and advice to help today’s professional women, their families, and their employers navigate this challenging terrain. Lublin looks at the trade-offs mothers are too often forced to make between work and family and the root causes, including the dearth of large-scale paid parental leave and other family-friendly policies. While it celebrates the gains women have made, Power Moms makes clear how much more must be done to make being a working mother easier.

This revised and expanded edition of Peter Scazzero s award-winning book not only takes the original six principles for cultivating spiritual and emotional health in your church further and deeper, but he also adds a seventh principle to show you as a church leader how to slow down to lead with integrity."

Leaders present lessons learned, strategies, challenges, and successes in easy-to-read narratives highlighting their diverse experiences with context, culture, power, gender and sustainability.

At its most basic level, politics is simply the everyday activity of getting things done with other people. Filled with real-life stories, this book from Bob Burns, Tasha Chapman, and Donald Guthrie combines their long ministry experience with sociological research, setting out wise principles and practices that help us see more clearly the political dynamics at play in our churches and parachurch ministries.