Ben-Rafael shows how the crisis brought together a general pro-change Zeitgeist with the interests of the kibbutz's stronger social segments and individuals to produce widespread changes and the fragmentation of kibbutz reality as a whole. The book's findings are based on a large-scale research investigation (1991-1994) headed up by Ben-Rafael that included twenty research studies and involved the participation of researchers from diverse social-science disciplines.

The coronavirus pandemic is the kind of unpredictable, global catastrophe of staggering proportions that comes along not just every few years but perhaps once in a hundred years. What started out as health crisis, has quickly developed into an economic crisis spurring social unrest across the world. And yet, despite the widespread distress, the picture is more complex than it may seem. For some companies, the crisis has and continues to, provide opportunities for new growth. This urgent and timely book by a visionary business practitioner, Nitin Rakesh, CEO, Mphasis and an award-winning academician, Jerry Wind, Lauder Professor Emeritus, Wharton bridges the worlds of industry and academia to bring you the knowledge that can help your business thrive in the new world. The book defines 8 key principles that form a highly adaptive framework, that gives businesses the tools to adapt and succeed in a new reality. When Nitin Rakesh and Jerry Wind started collaborating on the book prior to the 2020 pandemic, these 8 principles were concepts on the best ways to navigate disruption that needed further exploration. However, today, having incubated the ideas for a period and encountering the unprecedented crisis, this book is a game changer for the business community. Any business, large or small, can customize and implement a winning strategy by using the eight principles and tools clearly outlined here to seek out opportunities for long-term value creation in a post-pandemic world.

Mired in national crises since the early 1990s, Japan has had to respond to a rapid population decline; the Asian and global financial crises; the 2011 triple disaster of earthquake, tsunami, and the Fukushima nuclear meltdown; the COVID-19 pandemic; China’s economic rise; threats from North Korea; and massive public debt. In Crisis Narratives, Institutional Change, and the Transformation of the Japanese State, established specialists in a variety of areas use a coherent set of methodologies, aligning their sociological, public policy, and political science and international relations perspectives, to account for discrepancies between official rhetoric and policy practice and actual perceptions of decline and crisis in contemporary Japan. Each chapter focuses on a distinct policy field to gauge the effectiveness and the implications of political responses through an analysis of how crises are narrated and used to justify policy interventions. Transcending boundaries between issue areas and domestic and international politics, these essays paint a dynamic picture of the contested but changing nature of social, economic, and, ultimately political institutions as they constitute the transforming Japanese state.

Renowned political scientist Ian Bremmer draws lessons from global challenges of the past 100 years—including the pandemic—to show how we can respond to three great crises unfolding over the next decade. In this revelatory, unnerving, and ultimately hopeful book, Bremmer details how domestic and international conflicts leave us unprepared for a trio of looming crises—global health emergencies, transformative climate change, and the AI revolution. Today, Americans cannot reach consensus on any significant political issue, and US and Chinese leaders behave as if they’re locked in a new Cold War. We are squandering opportunities to meet the challenges that will soon confront us all. In coming years, humanity will face viruses deadlier and more infectious than Covid. Intensifying climate change will put tens of millions of refugees in flight and require us to reimagine how we live our daily lives. Most dangerous of all, new technologies will reshape the geopolitical order, disrupting our livelihoods and destabilizing our societies faster than we can grasp and address their implications. The good news? Some farsighted political leaders, business decision-makers, and individual citizens are already collaborating to tackle all these crises. The question that should keep us awake is whether they will work well and quickly enough to limit the fallout—and, most importantly, whether we can use these crises to innovate our way toward a better world. Drawing on strategies both time-honored and cutting-edge, from the Marshall Plan to the Green New Deal, The Power of Crisis provides a roadmap for surviving—even thriving in—the 21st century. Bremmer shows governments, corporations, and every concerned citizen how we can use these coming crises to create the worldwide prosperity and opportunity that 20th-century globalism promised but failed to deliver.

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.

Offers executives, managers, and consultants specific guidelines for developing crisis management programs to help prevent future crises and more effectively manage those that do occur. Based on five hundred interviews and case examples of innovative companies in the United States, Canada, and France. Clearly demonstrates the roles played by individuals, corporate culture, structure, and strategy in determining an organization's proclivity for crises and its ability to respond effectively.

In the tumultuous negotiations of the Sino-British Joint Declaration of 1984, the United Kingdom willingly signed over Hong Kong's reigns to the People's Republic of China, but with the presupposition that the PRC would faithfully implement the principle of 'one country, two systems' for the following fifty years. Yet since the handover in 1997, the PRC has failed to allow Hong Kong a higher degree of autonomy. 'One Country, Two Systems' in Crisis elucidates how China's intervention has curtailed Hong Kong's civil liberties; how freedom of speech is at the mercy of the government; and how deception has turned the 'Pearl of the Orient' into the rubber stamp of the Chinese Communist Party.