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The world we live in today is more volatile than ever. The security of free nations is threatened by rogue states, the global economy is in flux, and the rapid advance of technology forces constant reevaluation of our society. With so many powerful forces at work and seemingly unpredictable events occurring, to many the future seems dark, and its possibilities frightening. Peter Schwartz disagrees. A world-renowned visionary in the field of scenario planning, Schwartz’s startling—and accurate— predictions have been employed by government agencies and major corporations for more than twenty-five years. He argues that the future is foreseeable, and that by examining the dynamics at work today we can predict the “inevitable surprises” of tomorrow. Timely and thought-provoking, Inevitable Surprises is a book that no one with an interest in business—or the future of our society—can afford to miss.
The must-read summary of Peter Schwartz's book: "Inevitable Surprises: Thinking Ahead in a Time of Turbulence". This complete summary of the ideas from Peter Schwartz's book "Inevitable Surprises" shows that most of the "surprises" that will hit the economic world in the next 25 years are actually predictable and inevitable. In his book, the author explains how every savvy businessperson should be aware of these changes and their driving forces, as they will provide commercial opportunities, as well as pitfalls that they can plan to avoid. This summary will teach you how can plan to make and market products that will be successful with the upcoming changes and form a long-term strategy that will make sure you come out on top. Added-value of this summary: • Save time • Understand key concepts • Expand your knowledge To learn more, read "Inevitable Surprises" and discover how you can predict future changes and make preparations today to ensure the success of your business tomorrow.
The climate record for the past 100,000 years clearly indicates that the climate system has undergone periodic-and often extreme-shifts, sometimes in as little as a decade or less. The causes of abrupt climate changes have not been clearly established, but the triggering of events is likely to be the result of multiple natural processes. Abrupt climate changes of the magnitude seen in the past would have far-reaching implications for human society and ecosystems, including major impacts on energy consumption and water supply demands. Could such a change happen again? Are human activities exacerbating the likelihood of abrupt climate change? What are the potential societal consequences of such a change? Abrupt Climate Change: Inevitable Surprises looks at the current scientific evidence and theoretical understanding to describe what is currently known about abrupt climate change, including patterns and magnitudes, mechanisms, and probability of occurrence. It identifies critical knowledge gaps concerning the potential for future abrupt changes, including those aspects of change most important to society and economies, and outlines a research strategy to close those gaps. Based on the best and most current research available, this book surveys the history of climate change and makes a series of specific recommendations for the future.
Constructing Cassandra analyzes the intelligence failures at the CIA that resulted in four key strategic surprises experienced by the US: the Cuban Missile Crisis in 1962, the Iranian revolution of 1978, the collapse of the USSR in 1991, and the 9/11 terrorist attacks—surprises still play out today in U.S. policy. Although there has been no shortage of studies exploring how intelligence failures can happen, none of them have been able to provide a unified understanding of the phenomenon. To correct that omission, this book brings culture and identity to the foreground to present a unified model of strategic surprise; one that focuses on the internal make-up the CIA, and takes seriously those Cassandras who offered warnings, but were ignored. This systematic exploration of the sources of the CIA's intelligence failures points to ways to prevent future strategic surprises.
The 6th edition of this established text is streamlined to a more manageable format, with the Appendices moved to the web-site and a significant shortening of the main text. There is a greater focus on the global analysis of industry and competition; and analysis of the internal environment. In consultation with feedback from their adopters, the authors have concentrated on the fundamentals of strategy analysis and the underlying sources of profit. This reflects waning interest among senior executives in the pursuit of short-term shareholder value. As ever students are provided with the guidance they need to strategic planning, analysis of the health services environment (internal and external) and lessons on implementation; with additional discussionssion of organizational capability, deeper treatment of sustainability and corporate social responsibility and more coverageof the sources of organizational inertia and competency traps. This edition is rich in new examples from real-world health care organizations. Chapters are brought to life by the 'Introductory Incidents', 'Learning Objectives', 'Perspectives', 'Strategy Capsules', useful chapter summaries; and questions for class discussion. All cases and examples have been updated or replaced. In this edition the teaching materials and web supplements have been greatly enhanced, with power-point slides, to give lecturers a unique resource.
The relationship between ignorance and surprise and a conceptual framework for dealing with the unexpected, as seen in ecological design projects. Ignorance and surprise belong together: surprises can make people aware of their own ignorance. And yet, perhaps paradoxically, a surprising event in scientific research—one that defies prediction or risk assessment—is often a window to new and unexpected knowledge. In this book, Matthias Gross examines the relationship between ignorance and surprise, proposing a conceptual framework for handling the unexpected and offering case studies of ecological design that demonstrate the advantages of allowing for surprises and including ignorance in the design and negotiation processes. Gross draws on classical and contemporary sociological accounts of ignorance and surprise in science and ecology and integrates these with the idea of experiment in society. He develops a notion of how unexpected occurrences can be incorporated into a model of scientific and technological development that includes the experimental handling of surprises. Gross discusses different projects in ecological design, including Chicago's restoration of the shoreline of Lake Michigan and Germany's revitalization of brownfields near Leipzig. These cases show how ignorance and surprise can successfully play out in ecological design projects, and how the acknowledgment of the unknown can become a part of decision making. The appropriation of surprises can lead to robust design strategies. Ecological design, Gross argues, is neither a linear process of master planning nor a process of trial and error but a carefully coordinated process of dealing with unexpected turns by means of experimental practice.
The road to global security," writes Jeremy Rifkin, "lies in lessening our dependence on Middle East oil and making sure that all people on Earth have access to the energy they need to sustain life. Weaning the world off oil and turning it toward hydrogen is a promissory note for a safer world." Rifkin's international bestseller The Hydrogen Economy presents the clearest, most comprehensive case for moving ourselves away from the destructive and waning years of the oil era toward a new kind of energy regime. Hydrogen-one of the most abundant substances in the universe-holds the key, Rifkin argues, to a cleaner, safer, and more sustainable world.
During the last twenty years, the interest in public health leadership has continued to increase with the need to strengthen the infrastructure of public health, the events of September 11, 2001, the health reform movement, scientific breakthroughs, the increasing role for primary care programs in the public health agenda, and the increasing deficit at the federal, state, and local level. Since the publication of the first edition in 2003, Public Health Leadership: Putting Principles Into Practice has become a standard reference for future and practicing public health leaders. In five parts, it explores the basic theories and principles of leadership and then describes how they may be applied in the public health setting. Leadership skills and competencies, as well as methods for measuring and evaluating leaders are all thoroughly covered.This new third editioin is an exhaustive revision that now includes extensive coverage of the leadership skills and tools that are critical to managing public health emergencies. It also offers:* Updated exercises and case studies throughout* New chapter on Building Infrastructure, * New chapter on Accreditation, * New chapter on the Global Public Health Leader* New accompanying online Instructor's Manual with over 100 references on leadership, additional case studies, curriculum guide, toolkit, and additional exercises.
Over the past decades, environmental problems have attracted enormous attention and public concern. Many actions have been taken by the U.S. Environmental Protection Agency and others to protect human health and ecosystems from particular threats. Despite some successes, many problems remain unsolved and new ones are emerging. Increasing population and related pressures, combined with a realization of the interconnectedness and complexity of environmental systems, present new challenges to policymakers and regulators. Scientific research has played, and will continue to play, an essential part in solving environmental problems. Decisions based on incorrect or incomplete understanding of environmental systems will not achieve the greatest reduction of risk at the lowest cost. This volume describes a framework for acquiring the knowledge needed both to solve current recognized problems and to be prepared for the kinds of problems likely to emerge in the future. Many case examples are included to illustrate why some environmental control strategies have succeeded where others have fallen short and how we can do better in the future.