Missions Of Interdependence

At the beginning of the twenty-first century it is necessary to combine into a productive programme the striving for individual emancipation and the social practice of humanism, in order to help the world survive both the ancient pitfalls of particularist terrorism and the levelling tendencies of cultural indifference engendered by the renewed imperialist arrogance of hegemonial global capital. In this book, thirty-five scholars address and negotiate, in a spirit of learning and understanding, an exemplary variety of intercultural splits and fissures that have opened up in the English-speaking world. Their methodology can be seen to constitute a seminal field of intellectual signposts. They point out ways and means of responsibly assessing colonial predicaments and postcolonial developments in six regions shaped in the past by the British Empire and still associated today through their allegiance to the idea of a Commonwealth of Nations. They show how a new ethic of literary self-assertion, interpretative mediation and critical responsiveness can remove the deeply ingrained prejudices, silences and taboos established by discrimination against race, class and gender.

The dramatic changes that have taken place both in global society and in the church have implications for how the church does missions in the twenty-first century. These trends include the rise of postmodernism, the spiritual decline in the West and the advance of the gospel in the rest of the world, and the impact of technology on society and missions. The Changing Face of World Missions is for the mission-minded church leader or lay person who wants to understand these trends. Each chapter identifies and evaluates a trend, examines it in light of Scripture, and proposes a practical response. Important terms are defined, and sidebars help readers think through the issues on their own.

Since the end of the Cold War, U.S. officials have been more willing to remind allies that the United States will not play the role of international policeman. Given U.S. reluctance, the job of peacekeeping will fall increasingly to international organizations and regional alliances. In International Peacekeeping Paul Diehl examines the recent record of United Nations peacekeeping forces and develops criteria for assessing their operations. His analysis provides useful guidance for the management of new hostilities in areas such as Central and Eastern Europe, where the dissolution of the Soviet Union has spawned bitter civil wars and dangerous border disputes. Diehl identifies three sets of factors that affect traditional international peacekeeping operations. He begins by discussing the practical concerns of peacekeeping efforts, such as force composition, organization, and deployment. He then examines issues related to the political and military context in which the forces are deployed, including the nature of the conflict and the involvement of third parties. Finally, he considers the authorization by the relevant international body - usually the United Nations - as it relates to the mission's mandate, policies, and financing. He concludes by analyzing the viability of new roles for U.N. peacekeeping troops, such as humanitarian assistance, and by exploring structural alternatives to U.N. peacekeeping operations.

How globalized information networks can be used for strategic advantage Until recently, globalization was viewed, on balance, as an inherently good thing that would benefit people and societies nearly everywhere. Now there is growing concern that some countries will use their position in globalized networks to gain undue influence over other societies through their dominance of information and financial networks, a concept known as "weaponized interdependence." In exploring the conditions under which China, Russia, and the United States might be expected to weaponize control of information and manipulate the global economy, the contributors to this volume challenge scholars and practitioners to think differently about foreign economic policy, national security, and statecraft for the twenty-first century. The book addresses such questions as: What areas of the global economy are most vulnerable to unilateral control of information and financial networks? How sustainable is the use of weaponized interdependence? What are the possible responses from targeted actors? And how sustainable is the open global economy if weaponized interdependence becomes a default tool for managing international relations?

Today's nonprofit organizations face an environment characterized by higher levels of competition for funding, clients and audiences, talent, and recognition. In addition, they confront greater pressures from donors, government, and the public to demonstrate efficiency, effectiveness, sustainability, and accountability, while intense social needs and problems, as well as the desire for growth, drive them to expand their programs and activities. Collectively, these challenges go to the heart of fundamental issues of mission and strategy. Integrating Mission and Strategy for Nonprofit Organizations applies and adapts the core body of general management knowledge about mission, strategy, and execution to help nonprofit leaders deal with the special challenges they face. It strives to draw on this knowledge in a way that does not dilute or oversimplify, and at the same time recognizes the unique features of the nonprofit or voluntary sector. James A. Phills develops an action-oriented framework that combines rigorous analysis with the practical challenge of execution and change. In addition to helping nonprofit leaders think through important decisions and make concrete choices, the book also provides a shared language and a discipline that can serve as the basis for more productive discussions between the individuals who lead nonprofits, the business executives who serve on their boards, and the philanthropists who support their organizations and programs. This last objective is critical, because too often nonprofit leaders and board members complain that they can't reap the benefits of the expertise of their supporters, funders, and volunteers from the business sector. Phills suggests that this is often the result of an inability to speak the same language and draw on a common understanding of key concepts, such as competition, strategy, and vision.