Alex J. Plinio, Melissa Smith, Alex J. Plinio, and Melissa Smith
Success, Uncertainty, Self-control, and Self-management (Psychology)
You chose this book because there are important things on your mind. This is a market and time-tested guide to leading an intentional life. Our Life and Career Planning Model requires attention and work on your part but the time and effort will pay off. It's Time to Get Real! helps you take control, directing you through a process leading to actions that result in personal and professional success. Manage unforeseen challenges with resilience, confidence, and self-direction. Make decisions and choices that create opportunities for you. Integrate your life and career and build the future that you desire. The Life and Career Planning Model in Time to Get Real! has been utilized by individuals in early, mid and later career and life. Too many individuals let life happen to them. Control more of your life through readiness and preparation. We can help you visualize a future that you desire and a road that you can travel to get there. Written by Alex J. Plinio, and Melissa Smith, acclaimed business leaders and life and career planning specialists, this book is filled with instructive case studies, illuminating stories, interactive exercises, and inspirational quotes enabling you to unlock those things leading to personal satisfaction and success. The Life and Career Planning Model helps you target what matters the most to you in your life while providing the impetus to move you forward in a positive direction. Whether you are 21, 41, or 61, it is now Time to Get Real!
Poli's book isTheoretically robustProvides a description of some of the major methods in the fieldDescribes some major applications (army and government, schools)Shows quite a few cases of re-framingSuggests connections with present frontiers of scientific researchA systematic, engaging introduction to futures studies, that any well-educated person will be able to followProvides a framework for understanding the complexity and the uncertainty of the present situationThe book distinguishes correct from wrong ways to understand the future.
Order (Philosophy), Uncertainty, Future, The, and Forecasting
This book was triggered by the recent geopolitical shifts and the turn towards an allegedly post-factual era.'An Orderly Mess'gives a timely diagnosis of the current dissolution of the modern order, while highlighting the opportunities of messiness. The essay focuses on the temporal and spatial dimensions in which messiness becomes apparent today: broken time lines and fragmented spaces. Messiness is framed by a blurring of the world orderings inherited from modernity. Against the backdrop of rapid digitalization, we may find ourselves again in a phase of transition toward new ways of world ordering. The focus on messiness reveals the different patterns of order and disorder that underpin the current process of transition. In the second half of the volume the author revisits her 1989 book on Eigenzeit, which explored how moderns experience time, or are exposed to it. A quarter century later she finds that the new inventions of technology have challenged the traditional meaning of time (and also of space) even more, increasing the non-simultaneity of human existence. Today, small devices channel into one's fingertips medial Eigenzeit: the time that one has to oneself in order to spend it with those who are absent. The past has shrunk and the present extends to the future: “there is no predetermined future, only a future that is as radically open as it is inherently uncertain.”
The Journey of Not Knowing: How 21st Century Leaders Can Chart a Course Where There Is None By Julie Benezet The Journey of Not Knowing is a fast paced, entertaining read that gets to the heart of a critical state in today's business climate and society overall: the constantly changing, ambiguous 21st Century and the uncharted waters ahead. This book will inspire leaders of any size organization to come to grips with the scariness of the unknown while it advances a new approach to leadership that leverages the discomfort of the new as a powerful source of inspiration rather than a deterrent to building a better future. Written by former Amazon executive, coach and lawyer Julie Benezet, the book combines storytelling, business experience and human psychology to create a roadmap through the ambiguity of building something better in the context of the realities of humans in organizational life. The book tells a story of a day in the life at Arrow, Inc., a fictional company. It follows the defended behaviors throughout that day of its eight very recognizable leadership team members as they work first to avoid and then finally to solve the mystery of why a client fired them. The reward of the discovery is a critical piece of new business and substantial personal growth. To get there, each of team members must face their past, present and future. The memorable characters in the book are persons with whom the readers may cringingly identify. The book creates a framework them to confront their own resistance to change, and tools to start them on their way toward pursuing new possibilities for their lives once they can confront and embrace the scariness of the unknown. The author opens the book with a description of an experience at Amazon that led to her belief about leadership and the unknown. It ends with a primer on the Journey of Not Knowing leadership model, using the Arrow story to illustrate its principles. The Journey of Not Knowing forms the core of a leadership program that been attended by executives from around the world over the past five years. (www.journeyofnotknowing.com)
Fernandes, Marcelo, Igan, Deniz, International Monetary Fund, Pinheiro, Marcelo, Fernandes, Marcelo, Igan, Deniz, International Monetary Fund, and Pinheiro, Marcelo
Information asymmetry, Uncertainty, Economic security--United States--Testing, and Global Financial Crisis, 2008-2009
Annual stress tests have become a regular part of the supervisors'toolkit following the global financial crisis. We investigate their capital market implications in the United States by looking at price and trade reactions, information asymmetry and uncertainty indicators, and bank activities. The evidence we present supports the notion that there is important new information in stress tests, especially at times of financial distress. Moreover, public disclosure seems to help reduce informational asymmetries. Importantly, public disclosure of stress test results (and methodology) does not seem to have reduced private incentives to generate information or to have led to distorted incentives.
Uncertainty, Economic stabilization, Macroeconomics, Monetary policy, Keynesian economics, and Austrian school of economics
From Crisis to Confidence not only describes the process which the economy must go through before a full recovery after the financial crash, it also describes the journey that must be travelled by the discipline of economics. As economics students and other commentators question post-war macroeconomics, Roger Koppl provides some of the answers needed to understand the long slump since 2008. A theory of confidence is needed in any economic framework that is to explain one of the most important periods in modern economic history.
Biesek, Guilherme, Gil, Nuno, Biesek, Guilherme, and Gil, Nuno
Uncertainty, Strategic planning, Requirements engineering, and Capital
How do project teams overcome differences to adopt a design plan that strikes a balance between short-term affordability and long-term adaptability? In the book, Building Options at Project Front-End Strategizing: The Power of Capital Design for Evolvability, Guilherme Biesek and Nuno Gil cite research indicating the need for a formal framework to develop front-end strategies that ensure cost-effective management of the project through future change. Biesek and Gil found limitations in the current practices and theory for management of capital projects, and turned to real options reasoning and design literature. Project teams often resort to real options reasoning, because investment in design flexibility is similar to buying options. If future changes are minimal or favorable the options can be exercised to adapt the design economically. In the event the future is not favorable to the project, a limited investment has been lost.