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Joseph Rothschild Book Prize Honorable Mention Strategic Frames analyzes minority policies in Estonia and Latvia following their independence from the Soviet Union. It weighs the powerful influence of both Europe and Russia on their policy choices, and how this intersected with the costs and benefits of policy changes for the politicians in each state. Prior to EU accession, policymakers were slow to adopt minority-friendly policies for ethnic Russians despite mandates from the European Union. These initiatives faced majority opposition, and politicians sought to maintain the status quo and their positions. As Jennie L. Schulze reveals, despite the credit given to the democratizing influence of European institutions, they have rarely produced significant policy changes alone, and then only when domestic constraints were low. Whenever domestic opposition was high, Russian frames were crucial for the passage of reforms. In these cases, Russia’s activism on behalf of Russian speakers reinforced European frames, providing powerful justifications for reform. Schulze’s attention to both the strategic framing and counter framing of external actors explains the controversies, delays, and suboptimal outcomes surrounding the passage of “conditional” amendments in both cases, as well as the local political climate postaccession. Strategic Frames offers a significant reference on recent developments in two former Soviet states and the rapidly evolving spheres of political influence in the postindependence era that will serve students, scholars, and policymakers alike.
The second edition of Political Public Relations offers an interdisciplinary overview of the latest theory and research in the still emerging field of political public relations. The book continues its international orientation in order to fully contextualize the field amidst the various political and communication systems today. Existing chapters have been updated and new chapters added to reflect evolving trends such as the rise of digital and social media, increasing political polarization, and the growth of political populism. As a singular contribution to scholarship in public relations and political communication, this volume serves as an important catalyst for future theory and research. This volume is ideal for researchers and courses at the intersection of public relations, political communication, and political science. Chapter 7 of this book is freely available as a downloadable Open Access PDF under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license available at http://www.taylorfrancis.com.
The human rights and humanitarian landscape of the modern era has been littered with acts that have shocked the moral conscience of mankind, and there has been wide variation in whether, how, and to what degree states respond to mass atrocity crimes, even when they share similar characteristics. In many cases concerned states responded, either through moral suasion; gentle or coercive diplomacy; or other non-forcible measures, to prevent or halt the indiscriminate human rights violations that were occurring. In others, states simply turned away and left the vulnerable to their fate. And still yet in other cases, states responded robustly, using military force to stop the atrocities and save lives. This book seeks to examine the effects of strategic framing in U.S. and UN policy arenas to draw conclusions regarding whether and how the human rights and humanitarian norms embedded within such frames resonated with decision-makers and, in turn, how they shaped variation in levels of political will concerning humanitarian intervention in three cases that today would qualify as Responsibility to Protect (R2P) cases: Somalia, Rwanda, and Sierra Leone. Labonte concludes that in order for humanitarian interventions to stand a higher likelihood of being effective, states advocating in support of such actions must find a way to persuade policymakers by appealing to both the logic of consequences (which rely on material and pragmatic considerations) and logic of appropriateness (which rely on normatively appropriate considerations) – and strategic framing may be one path to achieve this outcome. Offering a detailed and examination of three key cases and providing some an original and important contribution to the field this work will be of great interest to students and scholars alike.
Framing Information Literacy: Teaching Grounded in Theory, Pedagogy, and Practice is a collection of lesson plans grounded in theory and the ACRL Framework for Information Literacy for Higher Education. 52 chapters over six volumes provide approachable explanations of the ACRL Frames, various learning theory, pedagogy, and instructional strategies, and how they are used to inform the development of information literacy lesson plans and learning activities. Each volume explores one frame, in which chapters are grouped by broad disciplinary focus: social sciences, arts and humanities, science and engineering, and multidisciplinary. Every chapter starts with a discussion about how the author(s) created the lesson, any partnerships they nurtured, and an explanation of the frame and methodology and how it relates to the development of the lesson, and provides information about technology needs, pre-instruction work, learning outcomes, essential and optional learning activities, how the lesson can be modified to accommodate different classroom setups and time frames, and assessment--Publisher.
In this fifth edition of the bestselling text in organizational theory and behavior, Bolman and Deal’s update includes coverage of pressing issues such as globalization, changing workforce, multi-cultural and virtual workforces and communication, and sustainability. A full instructor support package is available including an instructor’s guide, summary tip sheets for each chapter, hot links to videos & extra resources, mini-assessments for each of the frames, and podcast Q&As with Bolman & Deal.
This book provides clear information and guidance on how to do scenario planning to support strategy and public policy. The book describes the Oxford Scenario Planning Approach (OSPA), an intellectually rigorous and practical methodolgy.
This book examines new issues in financial markets and institutions raised by the global economic crisis that began in 2007. The four main themes are: management, innovation and technology in banking; efficiency and productivity; consolidation; and corporate governance issues.
Post-Rational Planning confronts today’s threats to truth, particularly after recent news events that present alternative facts and media smear campaigns, often described as post-truth politics. At the same time, it appreciates critical tensions: between rationality (prized by planners and other policy professionals) and desires for positive, socially just outcomes. Rather than abandoning quests for truth, this book provides planners, policy professionals, and students with tools for better responding to debates over truth. Post-Rational Planning examines planners’ unease with emotion and politics, advocating for more scholarship and practice capable of unpacking uses of rhetoric and framing to support or counter key planning decisions impacting social justice. This includes learning from recent works engaging with rhetoric, narrative construction, and framing in planning, while introducing other valuable concepts from disciplines like psychology, including confirmation bias; identity-protective cognition; from marketing and adult education. Each chapter sheds new light on a specific topic requiring a response through post-rational practice. It starts with recent research findings, then demonstrates them with case examples, enabling their use in classroom and practice settings. Each chapter ends by summarizing key lessons in "Take-aways for Practice," better enabling readers of all levels to synthesize and use key ideas.
Strategic thinking has become a core competency for business leaders globally. Overused and under-defined, the term is often used interchangeably with other strategic management terms. This textbook delineates and defines strategic thinking as a conceptual cognitive capability, focusing on the nonlinear, divergent, and informal nature of strategic thinking. In this third edition of a popular text, the author provides an unconventional definition and model for strategic thinking based on critical theory. This research-based book introduces the concept as the foundation of business strategy that is distinct from strategic planning and strategic implementation. New features, including executive summaries and key critical reflective questions, along with new and updated figures, make the book vital reading for MBA, leadership development, and executive education students. The practical nature of this book also makes it valuable for business and policy executives, managers, and emerging leaders.
The End of Assembly Line Management We’re in the midst of a revolution. Quantum leaps in technology are enabling organizations to observe and measure people’s behavior in real time, communicate internally at extraordinary speed, and innovate continuously. These new, software-driven technologies are transforming the way companies interact with their customers, employees, and other stakeholders. This is no mere tech issue. The transformation requires a complete rethinking of the way we organize and manage work. And, as software becomes ever more integrated into every product and service, making this big shift is quickly becoming the key operational challenge for businesses of all kinds. We need a management model that doesn’t merely account for, but actually embraces, continuous change. Yet the truth is, most organizations continue to rely on outmoded, industrial-era operational models. They structure their teams, manage their people, and evolve their organizational cultures the way they always have. Now, organizations are emerging, and thriving, based on their capacity to sense and respond instantly to customer and employee behaviors. In Sense and Respond, Jeff Gothelf and Josh Seiden, leading tech experts and founders of the global Lean UX movement, vividly show how these companies operate, highlighting the new mindset and skills needed to lead and manage them—and to continuously innovate within them. In illuminating and instructive business examples, you’ll see organizations with distinctively new operating principles: shifting from managing outputs to what the authors call “outcome-focused management”; forming self-guided teams that can read and react to a fast-changing environment; creating a learning-all-the-time culture that can understand and respond to new customer behaviors and the data they generate; and finally, developing in everyone at the company the new universal skills of customer listening, assessment, and response. This engaging and practical book provides the crucial new operational and management model to help you and your organization win in a world of continuous change.