In a globalising world, many mature economies share post-growth characteristics such as low economic growth, low fertility, declining and ageing of the population and increasing social stratification. Japan stands at the forefront of such social change in the East Asian region as well as in the Global North. It is in this context of ‘post-growth society’ that housing issues are examined, using the experiences of Japan at the leading edge of social transition in the region. The post-war housing system was developed during the golden age of economy and welfare, when upward social trajectories such as increasing population, high-speed economic growth with rising real incomes, housing construction driven by high demands, increasing rates of home ownership supported by generous government subsidies generated new housing opportunities and accompanying issues. As we have entered the post-growth phase of socio-economic development, however, it requires a re-examination of such structure, policy and debates. This volume explores what roles housing plays in the reorganisation and reconstruction of economic processes, social policy development, ideology and identity, and intergenerational relations. The volume offers a greater understanding of the characteristics of post-growth society – changing demography, economy and society – in relation to housing. It considers how a definitive shift to the post-growth period has produced new housing issues including risks as well as opportunities. Through analysis of the impact on five different areas: post-crisis economy, urban and regional variations, young adults and housing pathways, fertility and housing, and ageing and housing wealth, the authors use policy and institutions as overarching analytical tools to examine the contemporary housing issues in a post-growth context. It also considers any relevance from the Japanese experiences in the wider regional and global context. This original book will be of great interest to academics and students as well as policy makers and practitioners internationally in the fields of housing studies, urban studies, social policy, sociology, political economy, comparative analysis, and East Asian Studies.

From an internationally acclaimed economist, a provocative call to jump-start economic growth by aggressively overhauling liberal democracy Around the world, people who are angry at stagnant wages and growing inequality have rebelled against established governments and turned to political extremes. Liberal democracy, history's greatest engine of growth, now struggles to overcome unprecedented economic headwinds -- from aging populations to scarce resources to unsustainable debt burdens. Hobbled by short-term thinking and ideological dogma, democracies risk falling prey to nationalism and protectionism that will deliver declining living standards. In Edge of Chaos, Dambisa Moyo shows why economic growth is essential to global stability, and why liberal democracies are failing to produce it today. Rather than turning away from democracy, she argues, we must fundamentally reform it. Edge of Chaos presents a radical blueprint for change in order to galvanize growth and ensure the survival of democracy in the twenty-first century.

By adopting a certain style of speaking and listening to colleagues for agreed periods of time, motivated teaching professionals can take individual control of their own development and increase the feeling of collegiality in their workplace. This book draws on more than ten years of experience using this framework around the world and provides authentic examples to guide the reader.

A Radical New Model for Unleashing Your Company’s Potential In most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. What if a company did everything in its power to create a culture in which everyone—not just select “high potentials”—could overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth? Robert Kegan and Lisa Lahey (and their collaborators) have found and studied such companies—Deliberately Developmental Organizations. A DDO is organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people’s strongest motive, which is to grow. This means going beyond consigning “people development” to high-potential programs, executive coaching, or once-a-year off-sites. It means fashioning an organizational culture in which support of people’s development is woven into the daily fabric of working life and the company’s regular operations, daily routines, and conversations. An Everyone Culture dives deep into the worlds of three leading companies that embody this breakthrough approach. It reveals the design principles, concrete practices, and underlying science at the heart of DDOs—from their disciplined approach to giving feedback, to how they use meetings, to the distinctive way that managers and leaders define their roles. The authors then show readers how to build this developmental culture in their own organizations. This book demonstrates a whole new way of being at work. It suggests that the culture you create is your strategy—and that the key to success is developing everyone.

Are you missing opportunities for growth that are right in front of you? In today’s volatile economic environment, filled with uncertainty and sudden change, the forces pushing you to stay focused on the core business are extremely powerful. Profiting from the core is crucial, but the danger is that overfocus on the core can blind companies. Scanning the horizon for new markets and new products can also be tempting, but risky. Fixating too much on either strategy can cause you to miss the substantial opportunities for growth that are often hidden in plain sight, at the edge of the core business. In this insightful yet practical book, strategy experts Alan Lewis and Dan McKone articulate a mindset that helps leaders recognize and capitalize on these opportunities. The Edge Strategy framework challenges how the boundaries of your existing products and services map to your customers’ views of the world and then provides three different lenses through which you can see and leverage value: • Product edge. How to capture incremental profits and other benefits by slightly altering the elements and composition of a core offering • Journey edge. How to create and capture extra value by adjusting your role in supporting the customer’s journey to and through your offering • Enterprise edge. How to unlock additional value from resources and capabilities that support your core offering by applying them in a different context, for a different offering or different set of customers With engaging examples across many industries, Lewis and McKone coach you on how to identify and assess each of the different “edges” and then provide concrete insights and advice on applying edge strategy and tactics to use in specific business contexts. The book concludes with a ten-step process to help executives and managers find and leverage the edges in their own companies. Edge Strategy is the concise, hands-on guide for growing your business by getting more yield from assets already in place, relationships already established, and investments already made.

"Photographer Phil Borges introduces Tibetans as individuals rather than as an anonymous element of a remote ethnic group. His first-hand interviews and portraits illustrate how dramatic development, climate change, and the deep devotion of the people are interacting to transform Tibetan culture--for better or for worse."--Jacket.

Asserts that success can slowly dull a company's competitive edge, explains how to maintain creative tension, and looks at successful companies