7. The apotheosis of air power 1983–2001

2020 ◽  
pp. 97-111
Author(s):  
Frank Ledwidge
Keyword(s):  
State Power ◽  
Air Power ◽  
Balkan Wars ◽  
New Thinking ◽  
New Ideas ◽  
Gulf Wars

The period immediately after Vietnam saw little new thinking in the application of air power. ‘The apotheosis of air power 1983–2001’ looks at how this changed. After examining briefly the new ideas encapsulated by the term ‘manoeuvre warfare’, it looks at some of the capabilities that made it happen, particularly precision and stealth. It then considers several campaigns that saw air power used as the main military instrument in the Gulf Wars (1980–91) and the Balkan Wars (1991–9). Many commentators see this period as the age when air power truly came into its own as an instrument of state power and indeed coercion.

Managing Work force Diversity: Key Successful factors

2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Human Resources ◽  
Work Force ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Effective Management ◽  
New Thinking ◽  
New Ideas ◽  
Diversity Effects

Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.

scholarly journals Making Meaning Together: Heritage site management and new approaches to meaning-making

2021 ◽  
Author(s):  
◽  
Cindy Jemmett
Keyword(s):  
Meaning Making ◽  
Cultural Work ◽  
Structured Interviews ◽  
Heritage Sites ◽  
Political Work ◽  
Heritage Site ◽  
New Thinking ◽  
New Ideas ◽  
Policy Work ◽  
A Site

<p>This dissertation looks at how those who manage and interpret heritage sites are incorporating into their practice, new thinking about the way visitors make meaning. Recent research has emphasised visitors' agency, and drawn attention to the cultural and political work of heritage performance. The ways visitors use emotion and imagination has also received greater attention. Rather than heritage value as intrinsic to sites, and best identified by the professional, recent theoretical understandings position visitors as active co-creators of heritage. How these new ideas might be applied in practice, and how organisations could most productively share authority for meaning-making, has not been sufficiently addressed. This research positions itself in that gap, and seeks to contribute to a conversation about how theory translates to practice.  The Department of Conservation (DOC) was selected as an information-rich case study. At the time of research, the Department was in its third and final phase of new policy work that places greater emphasis on working in collaboration with others. Semi-structured interviews were conducted with four DOC staff from across a range of roles. A further three interviews were undertaken with DOC partners and a contractor connected with sites discussed by DOC interviewees.  The findings show that while heritage managers accept that visitors will make a variety of meanings at a site, they do not currently have a robust understanding of the meanings their visitors are making; of what they think and feel, and what a visit to the site really means to them. Only recently has getting this knowledge really appeared a priority, and organisations are still working out how best to collect this data, and how it could then inform their practice. This lack of understanding has inhibited practitioners' ability to respond to visitors, and to recognise the cultural work they do. When it came to partnerships, organisations were more invested in both understanding and responding to the other party. In some cases, they were willing to add to or modify their own ideas about what the value of the heritage was, or what stories it could be used to tell. A flexible and reflexive practice is advocated, in which organisations are clear about their own goals, recognise and engage with the meanings visitors and partners make, and are open to the possibility of being changed themselves in the process.</p>

scholarly journals PARIMĒLAḺAKARIṈ URAIYIL PUTIYA CINTAṈAIKAḶ [NEW IDEAS IN PARIMALACHARI'S INTERPRETATION]

2022 ◽  
pp. 55-68
Author(s):  
S. ANTONY SELVAKUMAR ◽  
N. JEYAVASANTHI ◽  
L. PRAVEEN PETER GNANIAH
Keyword(s):  
Review Article ◽  
Text Book ◽  
New Thinking ◽  
New Ideas ◽  
New Perspective

This study is said to have complied and analysed the messages found in the Parimalazhar text in Thirukkural. In his speech rhetorical proverbs, noun types, verb illustration, wing illustration, differential elements, differential objects pointing, dictionary, new semantics, local care fire, abbreviated grammatical field. It also points out the guilt. The parables the new thinking the musical prowess the prose, the course of the next and the morals he used. This review article also highlights the nature of Parimalazhar text book. His text is completely different from others. Exploring each word in a new perspective is the foundation of dictionary art. His multifaceted, erudition and concentration serve as a guide for other commenstrators. This main purpose of their review article is exploring the new thinking of the superintendent.

scholarly journals Making Meaning Together: Heritage site management and new approaches to meaning-making

2021 ◽  
Author(s):  
◽  
Cindy Jemmett
Keyword(s):  
Meaning Making ◽  
Cultural Work ◽  
Structured Interviews ◽  
Heritage Sites ◽  
Political Work ◽  
Heritage Site ◽  
New Thinking ◽  
New Ideas ◽  
Policy Work ◽  
A Site

<p>This dissertation looks at how those who manage and interpret heritage sites are incorporating into their practice, new thinking about the way visitors make meaning. Recent research has emphasised visitors' agency, and drawn attention to the cultural and political work of heritage performance. The ways visitors use emotion and imagination has also received greater attention. Rather than heritage value as intrinsic to sites, and best identified by the professional, recent theoretical understandings position visitors as active co-creators of heritage. How these new ideas might be applied in practice, and how organisations could most productively share authority for meaning-making, has not been sufficiently addressed. This research positions itself in that gap, and seeks to contribute to a conversation about how theory translates to practice.  The Department of Conservation (DOC) was selected as an information-rich case study. At the time of research, the Department was in its third and final phase of new policy work that places greater emphasis on working in collaboration with others. Semi-structured interviews were conducted with four DOC staff from across a range of roles. A further three interviews were undertaken with DOC partners and a contractor connected with sites discussed by DOC interviewees.  The findings show that while heritage managers accept that visitors will make a variety of meanings at a site, they do not currently have a robust understanding of the meanings their visitors are making; of what they think and feel, and what a visit to the site really means to them. Only recently has getting this knowledge really appeared a priority, and organisations are still working out how best to collect this data, and how it could then inform their practice. This lack of understanding has inhibited practitioners' ability to respond to visitors, and to recognise the cultural work they do. When it came to partnerships, organisations were more invested in both understanding and responding to the other party. In some cases, they were willing to add to or modify their own ideas about what the value of the heritage was, or what stories it could be used to tell. A flexible and reflexive practice is advocated, in which organisations are clear about their own goals, recognise and engage with the meanings visitors and partners make, and are open to the possibility of being changed themselves in the process.</p>

The Triumph of Diplomacy and Leadership

2019 ◽  
pp. 129-146
Author(s):  
Beth A. Fischer
Keyword(s):  
Cold War ◽  
Arms Race ◽  
Moral Leadership ◽  
Nuclear Security ◽  
Mutual Interest ◽  
New Thinking ◽  
New Ideas ◽  
Security Concerns ◽  
The Cold War ◽  
Nuclear Arms

Triumphalism not only claims to explain the surprising end of the Cold War, it also stipulates how to cope with current conflicts. But triumphalism is a series of myths. President Reagan did not seek to destroy the USSR; rather, he sought to improve superpower relations so as to eliminate nuclear arsenals. Moreover, his initial hard-line policies did not compel the USSR to disarm, reform, and collapse. They strengthened the position of Soviet hard-liners who opposed disarmament, made it more difficult for Gorbachev to implement New Thinking, and brought the superpowers to the brink of war. In short, compellence failed miserably. The Cold War was resolved through diplomacy, not threats. President Reagan eventually engaged in meaningful dialogue so as to ease Moscow’s security concerns, build trust, and focus on the superpowers’ mutual interest in eliminating nuclear arms. For his part, Gorbachev sought to end the arms race so as to divert resources to democratization. He too sought dialogue and trust. The ending of the Cold War demonstrates the importance of moral leadership. Reagan and Gorbachev both rose above their differences and introduced new ideas about nuclear security. Consequently, both encountered serious domestic opposition. Each persevered, however, leading their nations toward a safer, more humane future.

ENGAGING THE CREATIVE MINDS — THE ENGAGE MODELS

2008 ◽  
Vol 05 (01) ◽  
pp. 149-165 ◽  
Author(s):  
C. M. CHANG
Keyword(s):  
Creative Process ◽  
Rapid Development ◽  
Creative People ◽  
Thinking Strategies ◽  
New Thinking ◽  
New Ideas ◽  
Creativity And Innovation

All enterprises need creativity and innovation to maintain and sustain long term profitability. This paper advocates the rapid development of the creative process by applying an ENGAGE model. In order to frequently generate new ideas, creative people need to pursue new thinking strategies, which are outlined by a second ENGAGE model. It is believed that by consistently emphasizing both the creative process and the thinking strategies outlined in these two ENGAGE models, individuals and companies could become inventive and innovative much sooner than otherwise, thus contribute more effectively to the wellbeing of their enterprises and to the society at large.

scholarly journals COURSE IN NEW THINKING IN HIGHER EDUCATION: ENHANCING CREATIVITY THROUGH THE MEANS OF TRAINING, THEORY AND WORKSHOP

2013 ◽  
Vol 51 (1) ◽  
pp. 18-32
Author(s):  
Christian Byrge ◽  
Søren Hansen
Keyword(s):  
Higher Education ◽  
Creative Process ◽  
Verbal Fluency ◽  
Creative Thinking ◽  
Course Structure ◽  
Creativity Training ◽  
University Curriculum ◽  
New Thinking ◽  
New Ideas ◽  
Key Aspects

This paper presents a study on how a new (5 ECTS/2.5 American credit) stand-alone course for higher education in new thinking may influence key aspects of creative abilities. The course structure and content is based primarily on The Creative Platform with a focus on training, theory and workshop. The study uses the Torrance Test for Creative Thinking and a Reflection Report for Creativity Teaching to identify effects from the course. The results from the Torrance Test for Creative Thinking showed a significant increase in students’ ability in figural and verbal fluency, flexibility, figural and verbal originality, and elaboration as well as in resistance to premature closure. The results show no significant increase in students’ ability in the abstractness of titles. The results from the Reflection Report for Creativity Teaching showed that the majority of students experienced that they were capable of both developing understanding of creativity theory, becoming better at participating in a creative process as well as becoming better at generating and developing new ideas, thoughts and new knowledge. However, some students experienced problems especially related to creativity training. Implications and potentials of a combined focus on training, theory and workshop in creativity courses for higher education is discussed. Key words: creative method, creativity training, the creative platform, university curriculum.

Taking Measure of the UN's Legacy at Seventy-Five

2020 ◽  
Vol 34 (3) ◽  
pp. 285-295
Author(s):  
David M. Malone ◽  
Adam Day
Keyword(s):  
Cold War ◽  
Large Scale ◽  
New Technologies ◽  
The United States ◽  
First Century ◽  
Post Cold War ◽  
The Past ◽  
Wide Range ◽  
New Thinking ◽  
New Ideas

AbstractOver the past seventy-five years, the UN has evolved significantly, often in response to geopolitical dynamics and new waves of thinking. In some respects, the UN has registered remarkable achievements, stimulating a wide range of multilateral treaties, promoting significant growth of human rights, and at times playing a central role in containing and preventing large-scale armed conflict. As part of the special issue on “The United Nations at Seventy-Five: Looking Back to Look Forward,” this essay argues that the organization has been the most impactful in three areas: producing, shaping, and driving key ideas, particularly on development and rights; generating such effective operational agencies as UNICEF and the World Food Program; and, especially in the immediate post–Cold War period, addressing major conflict risks through the Security Council. Since then, however, the UN has struggled to meet emerging challenges on many fronts and been increasingly hampered by internal ossification and institutional sprawl as well as internecine dysfunction. The twenty-first century has confronted the UN with further challenges relating most notably to climate change; to risks arising from new technologies; and to the increasingly fraught relationships between China, Russia, and the United States. If the past seventy-five years can offer one lesson, it is that new thinking and new ideas will need to drive the organization to evolve still further and faster, or else risk irrelevance.

scholarly journals How to Testify to the Emergence of an Idea in Conversation: Methodological Avenues for Exploring Children’s Interviews

2020 ◽  
pp. 1-18
Author(s):  
Christine Sorsana
Keyword(s):  
Cognitive Development ◽  
Social Interactions ◽  
Point Of View ◽  
First Person ◽  
New Thinking ◽  
Third Person ◽  
New Ideas ◽  
The Impact

In line with socioconstructivist works analysing the impact of social interactions on cognitive development, the present study discusses how to capture, describe, and analyse the emergent co-production of new ideas or creative cognitive solutions. After introducing the methodologies that are currently used in this field, we recall the relevance of pragmatic analyses of conversations. We then identify several possible methodologies for probing and finely analysing the emergence of children’s new thinking, by cross-referencing third-person (i.e., from the researcher’s point of view) and first-person (i.e., from the children’s point of view, following an explicitation interview) analyses.

What’s not to like about evidence-based management: a hyper-rational fad?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
John F. Hulpke ◽  
Michael P. Fronmueller
Keyword(s):  
Empirical Support ◽  
Decision Makers ◽  
Evidence Based ◽  
Rational Analysis ◽  
Content Type ◽  
New Thinking ◽  
Literature Evidence ◽  
New Ideas ◽  
System 2 ◽  
System 1

Purpose A topic currently receiving significant academic and practitioner attention is called evidence-based management. The purpose of this paper is to suggest that this approach is sometimes over-sold and may be a fad. Additionally, evidence-based management fails to fully recognize the importance of tacit knowledge, what Kahneman calls system 1. Evidence-based management does provide tools to better use what Kahneman calls system 2, rationality. Decision-makers need to take advantage of both rational and beyond rational processes. Design/methodology/approach This is an essay, it is not a report of a study. At this point in time, this paper needs thinking, reflection, pondering, more than a data-based study. Findings Advocates promote evidence-based management in part to help avoid fads, yet evidence-based management itself has many of the characteristics of a fad. Evidence-based management is based on an objective rational view of the world and suggests highly rational methods of decision-making. However, a rational fact-based might not give sufficient credit to instinct and feelings. Decision-makers should take into account facts, evidence, when making decisions, but not ignore intuition, hunches and feelings. This study is learning that decisions use a galaxy of approaches, with both cognitive and affective flexibility. Research limitations/implications As with any opinion-based paper, this lacks empirical support. Proponents ask us to believe in evidence-based management. Neither we, the authors of this paper, nor the proponents of evidence-based management can empirically support the ideas offered. An additional limitation is that the paper is written in one language, English. Translation into another language might yield different meanings. Practical implications There are advantages for scholars and practitioners to look at the best available evidence. There can be disadvantages in overlooking non-quantifiable factors. Social implications Those who use evidence-based management should also take into account feelings, ethics, aesthetics, creativity, for the betterment of society. To solve wicked problems one needs more than facts and rational analysis. Originality/value The overwhelming majority of those writing about evidence-based management are supporters. This study offers a different view. This paper brings new ideas and new thinking to both the extensive fad literature and the huge evidence-based management literature. Evidence-based management is discussed widely. Google Scholar lists more than two million papers in 2019, 2020 and 2021 on evidence-based management. Readers of this journal should critically evaluate this popular set of ideas.

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