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Author Blake Bradford writes that strengthening the decision-making process is one of the steps your congregation will need to be effective and fruitful. He notes that church governance is complex, and a host of issues from church size, matriarch/patriarch issues, local culture, congregational history, and pastoral history come into play when defining a particular church's culture, much less about changing the church's culture.The governing model for most mainline denominations was explicitly designed to slow down the decision-making processes. The legacy model of governance is for multiple governing committees to meet (always in person), work through questions, send them to a church council, perhaps have questions sent back to numerous other committees. Then the committee members are usually also the ones mobilizing the ministry to be done. Some congregations even have inherited a bicameral governing system in which leadership is divided between an Administrative Board (responsible for finances, facilities, staffing, and resources) and a separate Council on Ministries (responsible for programs and ministries). To get anything approved, an idea must survive both governing bodies.These inherited systems were born out of the post-war era when the church's goals were often assumed, growth was assumed, volunteerism was assumed, and the church's role in the greater culture was assumed. Perfectly created for that era and culture, these layers of committee structures were designed to slowly examine any potential change and not "rock the boat." Today's context for congregations couldn't be more different. While the legacy structures we inherited are exquisitely designed to make sure nothing new ever happens, the leadership structures that we need today must be nimble, adaptive decision-making groups that are designed to hold us accountable to Jesus' mission and unleash more disciples to be engaged in ministry, not just attend meetings about ministry.
The objective of this book is to identify similarities and differences between the positions of Finland (as an EU Member State) and China, on Arctic law and governance. The book compares Finnish and Chinese legal and policy stances in specific policy areas of relevance for the Arctic, including maritime sovereignty, scientific research, marine protected areas, the Svalbard Treaty and Arctic Council co-operation. Building on these findings, the book offers general conclusions on Finnish and Chinese approaches to Arctic governance and international law, as well as new theoretical insights on Arctic governance. The book is the result of a collaboration between The Northern Institute for Environmental and Minority Law (Arctic Centre, University of Lapland) and researchers from Wuhan University.
For the past decade, the U.S. Marine Corps and its sister services have been engaged in what has been termed "hybrid warfare," which ranges from active combat to civilian support. Hybrid warfare typically occurs in environments where all modes of war are employed, such as conventional weapons, irregular tactics, terrorism, disruptive technologies, and criminality to destabilize an existing order. In August 2010, the National Research Council established the Committee on Improving the Decision Making Abilities of Small Unit Leaders to produce Improving the Decision Making Abilities of Small Unit Leaders. This report examines the operational environment, existing abilities, and gap to include data, technology, skill sets, training, and measures of effectiveness for small unit leaders in conducting enhanced company operations (ECOs) in hybrid engagement, complex environments. Improving the Decision Making Abilities of Small Unit Leaders also determines how to understand the decision making calculus and indicators of adversaries. Improving the Decision Making Abilities of Small Unit Leaders recommends operational and technical approaches for improving the decision making abilities of small unit leaders, including any acquisition and experimentation efforts that can be undertaken by the Marine Corps and/or by other stakeholders aimed specifically at improving the decision making of small unit leaders. This report recommends ways to ease the burden on small unit leaders and to better prepare the small unit leader for success. Improving the Decision Making Abilities of Small Unit Leaders also indentifies a responsible organization to ensure that training and education programs are properly developed, staffed, operated, evaluated, and expanded.
This book revises the conventional wisdom about the Anglo-Japanese relationship in the late nineteenth century that these two countries were bound by mutual sympathy and common interests, and therefore the common ground which led to the signing of the Anglo-Japanese Alliance in 1902, had already existed in the 1880s. Such understandings fail to take account of the fact that the Qing dynasty of China had emerged as the strongest regional power in East Asia by reasserting its influence as the traditional suzerain of the region in the years prior to the First Sino-Japanese War. The British and the Japanese governments clearly recognised that it would become difficult to maintain their interests in East Asia if they antagonised the Qing by challenging its claim of suzerainty over Korea. It was difficult for them to come to closer terms when their priority before 1894-5 was to maintain good relations with China, and when they were also experiencing numerous diplomatic difficulties with each other.
The Global Ocean Science Report (GOSR) assesses for the first time the status and trends in ocean science capacity around the world. The report offers a global record of how, where, and by whom ocean science is conducted: generating knowledge, helping to protect ocean health, and empowering society to support sustainable ocean management in the framework of the United Nations 2030 Agenda. The GOSR identifies and quantifies the key elements of ocean science at the national, regional and global scales, including workforce, infrastructure and publications. It is the first collective attempt to systematically highlight opportunities as well as capacity gaps to advance international collaboration in ocean science and technology. This report is a resource for policy-makers, academics and other stakeholders seeking to harness the potential of ocean science to address global challenges. A comprehensive view of ocean science capacities at the national and global levels takes us closer to developing the global ocean science knowledge needed to ensure a healthy, sustainable ocean.
Summary "Critical Thoughts From A Government Perspective" illustrates a broad picture that is grounded in the realities of day to day issues faced by public sector managers in the Gulf Cooperation Council (GCC) countries. The chapters in the book examine the main areas of importance for public sector leaders; they have been grouped into four distinct categories: strategic management, organisational performance, e-government and national identity. The objective of "Critical Thoughts From A Government Perspective" is to: help augment recent public sector development efforts in the GCC; contribute to the advancement of research on the GCC; and serve as knowledge building tools for those interested in learning about public sector management practices in GCC countries. Key Features Many books about the GCC governmental sector are typically written from either a purely academic perspective or present a small subset of available research, thereby failing to capture critical management issues and considerations. Therefore, "Critical Thoughts From A Government Perspective" not only embodies insights based on extensive research but also the collective insights of numerous senior government practitioners. "Critical Thoughts From A Government Perspective" has been written from a philosophical 'mind-set' in the sense that if we need to improve our organisations and thereafter our nations, we need to be transparent when we share knowledge and practices. "Critical Thoughts From A Government Perspective" is easy-to-read and is highly practical. The Author Dr Al-Khouri is the Director General (Under Secretary) of the Emirates Identity Authority: a federal government organisation established in 2004 to rollout and manage the national identity management infrastructure program in the United Arab Emirates. Contents Strategic management Public value and ROI in the government sector Strategy development at Emirates Identity Authority Targeting results: lessons learned from the UAE National ID Program Re-thinking enrolment in identity card schemes Organisational performance Improving organisational performance through understanding human motivation Succeeding with transformational initiatives E-government Supporting e-government progress in the UAE National identity Population growth and governments' modernisation efforts: the case of GCC countries
Mission Possible, by Kay Kotan and Blake Bradford, has been taken to a new level. In Mission Possible 3+, Kay Kotan and Blake Bradford have re-written and updated their best-selling resource for local churches to better assist congregations seeking to use the simplified accountable leadership structure, often called the one-board model. This expanded third edition includes new resources, activities, and checklists In Mission Possible 3+, Kay and Blake focus on ministry while making meetings fewer in number but larger in meaning. In this book aimed at congregational leaders, particularly United Methodists, the authors provide practical, field-tested steps to simplify your church structure and unleash more people into ministry. Too often churches try to simplify their structures by just having fewer people at the meeting table. But real simplification and accountable leadership means that meetings - and leaders - are transformed. Kay and Blake walk you through both the technical and adaptive changes to simplify your structure for missional effectiveness. Mission Possible 3+ includes more than 50 pages of additional resources, making the transition to a simplified structure even more straightforward.
Examining Britain's imperial outposts in 1920s East Asia, this book explores the changes and challenges affecting the Royal Navy's third largest fleet, the China Station, as its crews fought to hold back the changing tides of fortune. Bridging the gap between high level naval strategy and everyday imperial culture, Heaslip highlights the importance of the China Station to the British imperial system, foreign policy and East Asian geopolitics, while also revealing the lived experiences of these imperial outposts. Following their immersion into a new world and the challenges they encountered along the way, it considers how its naval officers were perceived by the Chinese populations of the ports they visited, how the two communities interacted and what this meant at a time of 'peace'. Against the changing nature of Britain's informal empire in the 1920s, Gunboats, Empire and the China Station highlights the complex nature of naval operations in-between major conflicts, and calls into question how peaceful this peacetime truly was.