Finding A Role

In 1970 the 'cold war' was still cold, Northern Ireland's troubles were escalating, the UK's relations with the EEC were unclear, and corporatist approaches to the economy precariously persisted. By 1990 Communism was crumbling world-wide, Thatcher's economic revolution had occurred, terrorism in Northern Ireland was waning, 'multi-culturalism' was in place, family structures were changing fast, and British political institutions had become controversial. Seven analytic chapters pursue these changes and accumulate rich detail on changes in international relations, landscape and townscape, social framework, family and welfare structures, economic policies and realities, intellect and culture, politics and government. The concluding chapter ranges chronologically even more widely to bring out the interaction of past and present, then asks how far the UK had by 1990 identified its world role. Like Harrison's Seeking a Role: The United Kingdom 1951-1970 (2009) - the immediately preceding volume in this series - Finding a Role? includes a full chronological table and an ample index of names and themes. This, the first thorough, wide-ranging, and synoptic study of the UK so far published on this period, has two overriding aims: to show how British institutions evolved, but also to illuminate changes in the British people: their hopes and fears, values and enjoyments, failures and achievements. It therefore equips its readers to understand events since 1990, and so to decide for themselves where the UK should now be going.

Informed by Winston Churchill's famous metaphor, successive British governments have shaped their foreign policy thinking around the belief that Britain's overseas interests lie in three interlocking 'circles': in Europe, in the Commonwealth, and in the 'special relationship' across the Atlantic. Recent administrations may have updated the language in terms of 'bridges', 'hubs' and 'networks', but the notion of Britain as somehow at the centre of things remains a vital idea. In this updated edition of a classic text, David Sanders and David Patrick Houghton examine British foreign policy since 1945 through the prism of these three circles. Taking account of major developments from the ending of the Cold War, through 9/11 and the so-called War on Terror, to Britain's historic decision to leave the European Union, it provides a masterly account of Britain's changing place in the world and of the policy calculations and deeper structural factors that help explain changes in strategy. Combining chronological narrative with careful consideration of the main theories of foreign policy analysis and international relations, this book provide a reliable and comprehensive introduction to the evolution of British external policy, including economic and defence policy, in the postwar period. Characterized by its accessible style and depth of analysis, and now fully updated in line with 21st century developments, Losing an Empire, Finding a Role will remain an invaluable guide to British foreign policy for students of international relations or foreign policy at any level.“br/> New to this Edition: - Updated coverage of events, including 'the War on Terror' and Brexit - Reformulated analysisto cover the updates inscholarship

This book sheds fresh light on developments in British nuclear weapons policy between October 1964, when the Labour Party came back into power under Harold Wilson following a thirteen year absence, and June 1970 when the Conservative government of Edward Heath was elected.

This annual report on U.S.-China Relations is a project of The Carter Center with generous support from the Ford Foundation and the National Association of Chinese Americans in Atlanta. The Grandview Institution, a think tank based in Beijing, is a partner for this project.  For more information on the Carter Center, please check its website at https://cartercenter.org/.  For more information on the Grandview Institution, please check its website at http://www.grandview.cn/. For media inquiries or questions, please contact [email protected]. URLs for The Carter Center websites on U.S.-China relations are:  English Language website: https://uscnpm.org/  Chinese

Informed by Winston Churchill's famous metaphor, successive British governments have shaped their foreign policy thinking around the belief that Britain's overseas interests lie in three interlocking 'circles': in Europe, in the Commonwealth, and in the 'special relationship' across the Atlantic. Recent administrations may have updated the language in terms of 'bridges', 'hubs' and 'networks', but the notion of Britain as somehow at the centre of things remains a vital idea. In this updated edition of a classic text, David Sanders and David Patrick Houghton examine British foreign policy since 1945 through the prism of these three circles. Taking account of major developments from the ending of the Cold War, through 9/11 and the so-called War on Terror, to Britain's historic decision to leave the European Union, it provides a masterly account of Britain's changing place in the world and of the policy calculations and deeper structural factors that help explain changes in strategy. Combining chronological narrative with careful consideration of the main theories of foreign policy analysis and international relations, this book provide a reliable and comprehensive introduction to the evolution of British external policy, including economic and defence policy, in the postwar period. Characterized by its accessible style and depth of analysis, and now fully updated in line with 21st century developments, Losing an Empire, Finding a Role will remain an invaluable guide to British foreign policy for students of international relations or foreign policy at any level.“br> New to this Edition: - Updated coverage of events, including 'the War on Terror' and Brexit - Reformulated analysisto cover the updates inscholarship

Seven analytic chapters in this book pursue the massive changes wrought in Britain between 1970 and 1990. They look in detail at the changes in international relations, landscape and townscape, social framework, family and welfare structures, economic policies and realities and government which had occurred by 1990.

This book contains papers invited after the First International Workshop on Mobile Social Signal Processing, MSSP 2010, held in Lisbon, Portugal, in September 2010. The 9 revised papers included in this volume represent the diversity of two fields of research, Mobile HCI and Social Signal Processing and areas of overlap. They cover a wide range of topics spanning from approaches for effective interaction with mobile and wearable devices to modelling, analysis and synthesis of nonverbal behaviour in human-human and human-machine interactions.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together