Hamoonga Moya’s journey would take him a long way from the township of his youth on the Zambian Copperbelt. Life in the capital brought him new friends, and new ideas, and his journalism studies introduced him to ethical dilemmas. Should we take sides when looking at the social impact of the Chinese-owned mines? Who should we blame for the impoverishment of our citizens – the new owners, or the government that made the sale? Is a stadium worth more than a hospital? Outside the classroom, Hamoonga’s life, and his hope for the future, were soon entangled in a web of greed, international crime, and betrayal. Only in the end will he know who his true friends are.
Describes the 1944 lynching murder of an Italian POW at Seattle's Fort Lawton, the international outcry that followed, and the court-martial, the largest of World War II, that accused more than forty African-American soldiers of the crime.
To cope with the chaotic new business environment, organizations must find ways to manage the problems of change—but also the process of change itself. Yesterday's solutions are obsolete. Innovative solutions are rare, yet even the best require not only the efforts of individuals but other agents as well. Sims sees change agents throughout any organization and at all levels—line and staff people, human resource specialists, and those who have hitherto had little reason to tackle such tasks and have not been accountable for their outcomes. Unique models are presented for change interventions, along with techniques and tools that executives need to accomplish them. The result is a book that experienced executives will understand and utilize, but also one that will bring novices up to speed, providing new ways to use their own instincts and capabilities for innovation. Sims and his contributors challenge the traditional prescription for creating change, providing a compelling critique of accepted approaches to change management, highlighting the strengths of these approaches and emphasizing what can be extracted to foster change. Each author provides insights into the competencies, skills, and values required for the rapid and successful creation of lasting change. In doing so, they also reemphasize that there is no universal approach to change management, and that the need for innovation, flexibility, and adaptability remains dominant.
