The Unthinkable

Discover how human beings react to danger–and what makes the difference between life and death Today, nine out of ten Americans live in places at significant risk of earthquakes, hurricanes, tornadoes, terrorism, or other disasters. Tomorrow, some of us will have to make split-second choices to save ourselves and our families. How will we react? What will it feel like? Will we be heroes or victims? In her quest to answer these questions, award-winning journalist Amanda Ripley traces human responses to some of recent history’s epic disasters, from the explosion of the Mont Blanc munitions ship in 1917–one of the biggest explosions before the invention of the atomic bomb–to the journeys of the 15,000 people who found their way out of the World Trade Center on September 11, 2001. To understand the science behind the stories, Ripley turns to leading brain scientists, trauma psychologists, and other disaster experts. She even has her own brain examined by military researchers and experiences, through realistic simulations, what it might be like to survive a plane crash into the ocean or to escape a raging fire. Ripley comes back with precious wisdom about the surprising humanity of crowds, the elegance of the brain’s fear circuits, and the stunning inadequacy of many of our evolutionary responses. Most unexpectedly, she discovers the brain’s ability to do much, much better–with just a little help.

Crises are no strangers on campuses—whether the deaths of students, severe weather events, athletic wrongdoing, crime, or student or employee malfeasance. How leaders respond can save lives, strengthen the institution, and comfort the community—or compromise reputations and result in scandal. Risk management and readiness are not often at the top of the list of what presidents and their boards must do, but in a time of ongoing change, instantaneous communication, and media scrutiny, they risk their jobs and their institutional reputation if they do not heed the messages conveyed in this book. Gretchen Bataille and Diana Cordova, with extensive and varied experiences that include a university presidency, directing senior leadership programs, and counseling presidents and senior administrators faced with critical campus events – together with 22 presidents, seasoned leaders in higher education, and media experts – provide forthright, firsthand advice on preparing for and managing a crisis, as well on handling the emotional, and often long-term, toll that can result from dramatic events on campus. Through the examples of those who have successfully managed crises, this book provides expert insights and guidance on preparedness, assigning roles and responsibilities, and planning for contingencies ahead of time so that, in the moment, when there is pressure for immediate response that will be scrutinized by the media, by the public, and by the local constituencies, leaders can act with confidence. The contributors emphasize the crucial importance of ethical behavior, the need for clear protocols for how all employees should handle problematic issues, and the need for mechanisms that allow employees and students to report problems without fear of retribution. Creating an atmosphere of transparency, accountability, and ethical behavior isn’t something a leader does when a scandal strikes to protect a reputation; it’s what leaders must do to reinforce their good name every day. For senior leaders and board members not in the throes of managing a crisis, this book outlines what needs to be done to be prepared and offers extensive resources for further reading.

No major figure of the English Augustan period has generated stronger and more contradictory views than Jonathan Swift. Scourge of the Whig ascendancy in his own day, vilified by the Victorians, celebrated by Yeats, he has in recent years become a significant bone of contention for prominent figures on the left like E.P. Thompson and Perry Anderson. In this highly original and subtle new study, Warren Montag situates Swift in relation to the ideological and political currents of the late seventeenth and early eighteenth centuries--in particular to what Montag perspicaciously identifies as the long crisis of the British state. Swift's perspective, he argues, was determined less by his personality or psychology than by his position as an Anglican cleric. The church, an instrument of the Tudor and Stuart absolutist state, lapsed into institutional and ideological crisis after the Stuart's fall. In Montag's view, Swift's writings were a defense of this increasingly indefensible institution. Swift employed satire because only in the negative representations of this literary form could the now effectively 'unthinkable' doctrines of the Church be made to appear. Opening with a historical survey of the crisis of English absolutism and the Anglican Church, Montag then gives a definitive account of the specific conflicts in philosophy against which Swift's Anglican orthodoxy was aligned. Detailed examinations of Swift's two prose masterpieces, A Tale of a Tub and Gulliver's Travels, follow. Historically and philosophically informed, The Unthinkable Swift contributes not only to our understanding of a seminal figure in English literary history but also to the study of historical ideologies, in particular the once dominant religious tradition at the dawn of the first modern capitalist state.

A true story of Life and Death and Survival. In December of 1997, my two youngest children were killed deliberately by their own father in South Africa. They died along with their father from carbon monoxide poisoning. I was left, along with my 14 year old surviving daughter. This is a deeply personal story but one which I felt compelled to share. It focuses on this tragic incident, how it affected my life and how I dealt with the overwhelming grief and guilt I had to endure. It was with a deep faith in God that my daughter and I were able live on and begin a new life for ourselves in the United States. Anyone who has known someone or had to cope with surviving your children should read this.

The shah of Iran, Mohammad Reza Pahlavi, would remain on the throne for the foreseeable future: This was the firm conclusion of a top-secret CIA analysis issued in October 1978. One hundred days later the shah--despite his massive military, fearsome security police, and superpower support was overthrown by a popular and largely peaceful revolution. But the CIA was not alone in its myopia, as Charles Kurzman reveals in this penetrating work; Iranians themselves, except for a tiny minority, considered a revolution inconceivable until it actually occurred. Revisiting the circumstances surrounding the fall of the shah, Kurzman offers rare insight into the nature and evolution of the Iranian revolution and into the ultimate unpredictability of protest movements in general. As one Iranian recalls, The future was up in the air. Through interviews and eyewitness accounts, declassified security documents and underground pamphlets, Kurzman documents the overwhelming sense of confusion that gripped pre-revolutionary Iran, and that characterizes major protest movements. His book provides a striking picture of the chaotic conditions under which Iranians acted, participating in protest only when they expected others to do so too, the process approaching critical mass in unforeseen and unforeseeable ways. Only when large numbers of Iranians began to think the unthinkable, in the words of the U.S. ambassador, did revolutionary expectations become a self-fulfilling prophecy. A corrective to 20-20 hindsight, this book reveals shortcomings of analyses that make the Iranian revolution or any major protest movement seem inevitable in retrospect.

"New material this edition copyright (c) 2013 by Transaction Publishers, New Brunswick, New Jersey. Originally published in 2011 by Transaction Publishers."

In the eloquent style for which he has become famous, Charles Lemert writes of social theory as no one else. Thinking the Unthinkable is offered as text for instruction, yet it defies the prevailing assumption that social theory is a method for clarifying the facts of social life. Lemert shows how social theory began late in the 19th century as a struggle to come to terms with the failure of modern reason to solve the social problems created by the capitalist world-system. Since then, social theory has developed through twists and turns to think and rethink this Unthinkable. Hence the surprising innovations of recent years-postmodern, queer, postcolonial, third-wave feminist, risk theories, among others arising in the wake of globalization. Once again, Lemert has made the difficult clear in a book that students and other readers will treasure and keep.

Executive leadership faces new vulnerabilities. Many leaders privately concede them, but few are willing to talk publicly about them. "e;Unthinkable"e; events since 2014 have revealed a new leadership fragility at the highest levels. And the pace of change in 2017 shows that the uncertainties are greater than ever. Is this the "e;new normal?"e;Thinking The Unthinkable is an investigation into why leaders have appeared more unable or unwilling than ever to anticipate the biggest issues of our time.In an era of "e;wicked problems"e; why are current leadership behaviours and culture apparently not fit for purpose? What are the causes of so many failures in policy and strategic forecasting? Are they human frailties? Or are they systemic failures to embrace smartly new realities?Through hundreds of interviews and conversations, Nik Gowling and Chris Langdon have analysed the deep new challenges to the human capacity of leaders at the highest keels to accept, understand, embrace then handle the extraordinary processes of change and disruption. This essential book draws on the candid responses. The findings are scary and disconcerting.