New York Times Bestseller An exciting--and encouraging--exploration of creativity from the author of When: The Scientific Secrets of Perfect Timing The future belongs to a different kind of person with a different kind of mind: artists, inventors, storytellers-creative and holistic "right-brain" thinkers whose abilities mark the fault line between who gets ahead and who doesn't. Drawing on research from around the world, Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others) outlines the six fundamentally human abilities that are absolute essentials for professional success and personal fulfillment--and reveals how to master them. A Whole New Mind takes readers to a daring new place, and a provocative and necessary new way of thinking about a future that's already here.
Explores the challenges and possibilities of long-term governance in democratic systems This book brings together political philosophers, democratic theorists, empirical political scientists and policy experts to examine how democratic systems might be designed so that the long-term consequences of our decisions are considered in policymaking processes. It examines these topics from many different perspectives – it is interdisciplinary and globally oriented – but it also explores Finland as an example of how future-regarding governance might be done. Finland has one of the most advanced governmental foresight systems in the world, including a unique parliamentary institution called the ‘Committee for the Future’, and it has enjoyed a stable, multiparty government for decades. The contributors identify tensions between the present and the future, as well as between reversibility and commitment, independence and politicisation, and trust and critique, which have to be navigated in order to achieve long-term, collective goals. The book concludes that elite-driven institutions should be complemented by robust institutions for public participation and deliberation in order to retain responsiveness while at the same time forging public commitments for future-regarding action.
At its zenith in the early twentieth century, the British Empire ruled nearly one-quarter of the world’s inhabitants. As they worked to exercise power in diverse and distant cultures, British authorities relied to a surprising degree on the science of mind. Ruling Minds explores how psychology opened up new possibilities for governing the empire. From the mental testing of workers and soldiers to the use of psychoanalysis in development plans and counterinsurgency strategy, psychology provided tools for measuring and managing the minds of imperial subjects. But it also led to unintended consequences. Following researchers, missionaries, and officials to the far corners of the globe, Erik Linstrum examines how they used intelligence tests, laboratory studies, and even dream analysis to chart abilities and emotions. Psychology seemed to offer portable and standardized forms of knowledge that could be applied to people everywhere. Yet it also unsettled basic assumptions of imperial rule. Some experiments undercut the racial hierarchies that propped up British dominance. Others failed to realize the orderly transformation of colonized societies that experts promised and officials hoped for. Challenging our assumptions about scientific knowledge and empire, Linstrum shows that psychology did more to expose the limits of imperial authority than to strengthen it.
Government “of the people, by the people, for the people” expresses an ideal that resonates in all democracies. Yet poll after poll reveals deep distrust of institutions that seem to have left “the people” out of the governing equation. Government bureaucracies that are supposed to solve critical problems on their own are a troublesome outgrowth of the professionalization of public life in the industrial age. They are especially ill-suited to confronting today’s complex challenges. Offering a far-reaching program for innovation, Smart Citizens, Smarter State suggests that public decisionmaking could be more effective and legitimate if government were smarter—if our institutions knew how to use technology to leverage citizens’ expertise. Just as individuals use only part of their brainpower to solve most problems, governing institutions make far too little use of the skills and experience of those inside and outside of government with scientific credentials, practical skills, and ground-level street smarts. New tools—what Beth Simone Noveck calls technologies of expertise—are making it possible to match the supply of citizen expertise to the demand for it in government. Drawing on a wide range of academic disciplines and practical examples from her work as an adviser to governments on institutional innovation, Noveck explores how to create more open and collaborative institutions. In so doing, she puts forward a profound new vision for participatory democracy rooted not in the paltry act of occasional voting or the serendipity of crowdsourcing but in people’s knowledge and know-how.
In 1992, at the United Nations Conference on Environment and Development in Rio de Janeiro, the nations of the world agreed to implement an ambitious plan for ecologically sustainable human development. This book is a comprehensive review of U.S. efforts to achieve such development since Rio. The U.S. has unquestionably begun to take steps toward sustainable development. Yet the nation is now far from being a sustainable society, and in many respects is farther away than it was in 1992. Nevertheless, legal and policy tools are available to put the U.S. on a direct path to sustainability. This book brings together 42 distinguished experts from a variety of backgrounds and academic disciplines. It is among the most thorough assessments ever conducted of U.S. law and policy concerning the environment.
Apartheid South Africa was often thought to run in the interests of the business elite. Yet 27 years after apartheid, those business interests remain largely entrenched. Why? Did the South African business community play a role in engineering this outcome – perhaps recognising the apartheid era was over, and jumping ship in time? Conversely, the mission of the ANC was widely perceived to be to shift wealth and power into the hands of the whole community. Yet despite ‘black empowerment’ measures, corporate ownership remains largely in white hands – and certainly in the hands of an elite few, even though no longer restricted to whites. This picture is replicated across the global south, where corporate ownership tends to be concentrated in the hands of an elite, rather than being more democratically spread. Why have alternative corporate forms not been pursued more vigorously, with ownership in the hands of customers, employees, and local communities? In the case of South Africa, where the majority of customers and employees are black, this could have delivered on the ANC’s mission to replace the apartheid era with a democratic one – in terms of wealth, incomes and power, as well as in terms of voting and civic rights. This edited volume explores all these questions and looks at ways to align corporate forms with economic and social goals. The chapters in this book were originally published as special issues of International Review of Applied Economics.
The key difference between success and failure for most governance systems is adaptation, specifically the ability to resolve the existing social, cultural, economic and environmental challenges that constrain adaptation. Local, regional and national systems differ in how they are designed to organize effective participation and create innovative ideas for missions, goals, strategies and actions. They also differ in how they build the effective coalitions needed to adopt, guide and protect strategies and actions during implementation, and how to build competence and knowledge to sustain implementation. This book presents the strategic foundations for government’s role in fostering and adapting to societal transformation in a volatile world. It shifts the focus of the discipline from an overtly retrospective analysis to a prospective analysis, incorporating the role of foresight techniques and instruments. Above all, it stimulates debate about the practical implications of governance as an emergent future-oriented framework of public management. This challenging book aims to facilitate dialogue and discussion between academics and practitioners, and encourage advanced students to take a new perspective on Public Management during these volatile times.
Something is going wrong on many college campuses in the last few years. Rates of anxiety, depression, and suicide are rising. Speakers are shouted down. Students and professors say they are walking on eggshells and afraid to speak honestly. How did this happen? First Amendment expert Greg Lukianoff and social psychologist Jonathan Haidt show how the new problems on campus have their origins in three terrible ideas that have become increasingly woven into American childhood and education: what doesn’t kill you makes you weaker; always trust your feelings; and life is a battle between good people and evil people. These three Great Untruths are incompatible with basic psychological principles, as well as ancient wisdom from many cultures. They interfere with healthy development. Anyone who embraces these untruths—and the resulting culture of safetyism—is less likely to become an autonomous adult able to navigate the bumpy road of life. Lukianoff and Haidt investigate the many social trends that have intersected to produce these untruths. They situate the conflicts on campus in the context of America’s rapidly rising political polarization, including a rise in hate crimes and off-campus provocation. They explore changes in childhood including the rise of fearful parenting, the decline of unsupervised play, and the new world of social media that has engulfed teenagers in the last decade. This is a book for anyone who is confused by what is happening on college campuses today, or has children, or is concerned about the growing inability of Americans to live, work, and cooperate across party lines.
This comprehensive study examines the case of AM stereo and subsequent technologies to demonstrate the FCC's evolution from stern to reluctant regulator. It also examines emerging technologies, such as multichannel television sound, digital audio broadcasting, and high definition television, and discusses their impact on the evolution of broadcast regulation. In the 1980s the tension between governmental control and the marketplace resulted in the FCC's deregulation of TV and radio, electing to set only technical operating parameters and allowing legal operation of any system that meets those minimal standards. Huff argues that this approach is likely to influence regulatory approaches to other new developments in broadcast technologies. The extensive overview of the industry and the study of the interrelationships between the technologies will appeal to communication scholars in the fields of radio and television as well as interest industry professionals.