ABSTRACT

Social scientists develop knowledge that is directly pertinent to global challenges and crises and need to be included in initiatives taken to address them. This book is a step towards such presentation and involvement.

Global crises are crucially intertwined with our relationships, groups, organizations, communities, institutions, how they collaborate with each other, how they compete with each other, and the dynamics intermingled with these. These dimensions are inadequately addressed by scientists and insufficiently recognized by other stakeholders. With contributions from a global array of respected social scientists, this shortform book contributes to deep understandings of social phenomena associated with global crises. In illuminating interventions via those dealing with challenges and crises first-hand, the book also shows the ongoing personal development required to address global crises in productive ways.

This book will be of interest to social scientists, researchers, academics, organizational consultants and students in the fields of management, especially those focusing on global challenges and crises. It will also be a useful resource for practitioners and policy makers.

chapter 1|10 pages

Introduction

The importance of this book

part I|40 pages

Attention to relationships across groups and organizations

chapter 2|10 pages

Striving for wholeness

It is time for social scientists to make a loud noise!

chapter 4|10 pages

Dialogic Organization Development and the Generative Change Model

Opportunities and challenges for managing global crises

part II|44 pages

Attention to political, national, and cross-national systems

chapter 6|6 pages

Should capitalism be reimagined?

If so, how?

chapter 7|4 pages

Pathway to balance

chapter 8|8 pages

Gathering on the bridge

Co-creating our emerging equity-centered future

chapter 9|13 pages

Expanding relational coordination to tackle global crises

The Relational Society Project

chapter 10|11 pages

Global warming

The threat and the hope

part III|35 pages

Attention to development over time, and what helps accomplish it

chapter 11|9 pages

Leadership in times of upheaval

The rise of the empathic leader

chapter 13|7 pages

The social field as a teacher

Seven principles for building transformational learning infrastructures

chapter 14|7 pages

Being in service of collaboration

Reflection of a newcomer