In this book, Miroslav Nincic outlines the efficacy of and the benefits that can flow from positive rather than negative engagement with "rogue" states.

As India emerges as a significant global actor, diverse states have sought to engage India with divergent agendas and interests. Some states aspire to improve their relations with New Delhi, while others pursue the transformation of Indian foreign policy—and even India itself—to suit their interests. The Engagement of India explores the strategies that key states have employed to engage and shape the relationship with a rising and newly vibrant India, their successes and failures, and Indian responses—positive, ambivalent, and sometimes hostile—to engagement. A multinational team of contributors examine the ways in which Australia, China, Japan, Russia, and the United States have each sought to engage India for various purposes, explore the ways in which India has responded, and assess India’s own strategies to engage with Singapore, Vietnam, Indonesia, and the Central Asian republics. This informative analysis of the foreign relations of a key rising power, and first comparative study of engagement strategies, casts light on the changing nature of Indian foreign policy and the processes that shape its future. The Engagement of India should be of interest to students and scholars of international relations, diplomacy, and South Asia.

Recent American foreign policy has depended heavily on the use of negative inducements to alter the behavior of other states. From public browbeating through economic sanctions to military invasion, the last several presidents have chosen to use coercion to advance U.S. interests when dealing with adversaries. In this respect, as Miroslav Nincic notes, the United States differs from many of its closest allies: Canada has long maintained diplomatic relations with Cuba, and several of the European democracies have continued diplomatic engagement with governments that the United States considers pariah regimes. In The Logic of Positive Engagement, Nincic outlines the efficacy of and the benefits that can flow from positive rather than negative engagement. Nincic observes that threats and punishments may be gratifying in a symbolic sense, but that they haven't affected the longevity or the most objectionable policies of the regimes against which they are directed. Might positive inducements produce better results? Nincic examines two major models of positive inducements: the exchange model, in which incentives are offered in trade for altered behavior, and the catalytic model, in which incentives accumulate to provoke a thorough revision of the target's policies and priorities. He examines the record with regard to long-term U.S. relations with Cuba, Libya, and Syria, and then discusses the possibility that positive inducements might bring policy success to current relations with Iran and North Korea.

Beholden to accepted assumptions about people and organizations, too many enterprises waste human potential. Robert Quinn shows how to defy convention and create organizations where people feel fully engaged and continually rewarded, where both individually and collectively they flourish and exceed expectations. The problem is that leaders are following a negative and constraining “mental map” that insists organizations must be rigid, top-down hierarchies and that the people in them are driven mainly by self-interest and fear. But leaders can adopt a different mental map, one where organizations are networks of fluid, evolving relationships and where people are motivated by a desire to grow, learn, and serve a larger goal. Using dozens of memorable stories, Quinn describes specific actions leaders can take to facilitate the emergence of this organizational culture—helping people gain a sense of purpose, engage in authentic conversations, see new possibilities, and sacrifice for the common good. The book includes the Positive Organization Generator, a tool that provides 100 real-life practices from positive organizations and helps you reinvent them to fit your specific needs. With the POG you can identify and implement the practices that will have the greatest impact on your organization. At its heart, the book helps leaders to see new possibilities that lie within the acknowledged realities of organizational life. It provides five keys for learning to be "bilingual"--speaking the conventional language of business as well as the language of the positive organization. When leaders can do this, they are able to make real and lasting change.

It has been known for a while through the work of Science that the physical existence and nature of all living things, including ours, are being influenced and controlled by the force causing Evolution of life. This book explains a theory about the influence of this force on our minds, and how we can improve our chances of happiness following a simple strategy. In the process, the book decodes a very intriguing ancient wisdom.

What is the value of diplomacy? How does it affect the course of foreign affairs independent of the distribution of power and foreign policy interests? Theories of international relations too often implicitly reduce the dynamics and outcomes of diplomacy to structural factors rather than the subtle qualities of negotiation. If diplomacy is an independent effect on the conduct of world politics, it has to add value, and we have to be able to show what that value is. In Diplomacy’s Value, Brian C. Rathbun sets forth a comprehensive theory of diplomacy, based on his understanding that political leaders have distinct diplomatic styles: coercive bargaining, reasoned dialogue, and pragmatic statecraft. Drawing on work in the psychology of negotiation, Rathbun explains how diplomatic styles are a function of the psychological attributes of leaders and the party coalitions they represent. The combination of these styles creates a certain spirit of negotiation that facilitates or obstructs agreement. Rathbun applies the argument to relations among France, Germany, and Great Britain during the 1920s as well as Palestinian–Israeli negotiations since the 1990s. His analysis, based on an intensive analysis of primary documents, shows how different diplomatic styles can successfully resolve apparently intractable dilemmas and equally, how they can thwart agreements that were seemingly within reach.

If states are not to go to war, what should they do instead? In The Alternatives to War, James Pattison considers the case for the alternatives to military action to address mass atrocities and aggression. The volume examines the normative issues raised by measures ranging from comprehensive economic sanctions, diplomacy, and positive incentives, to criminal prosecutions, nonviolent resistance, accepting refugees, and arming rebels. For instance, given the indiscriminateness of many sanctions regimes, are sanctions any better than war? Should states avoid 'megaphone diplomacy' and adopt more subtle measures? What, if anything, can nonviolent methods such as civilian defence and civilian peacekeeping do in the face of a ruthless opponent? Is it a serious concern that positive incentives can appear to reward aggressors? Overall, Pattison provides a comprehensive account of the ethics of the alternatives to war. In doing so, he argues that the case for war is weaker and the case for many of the alternatives is stronger than commonly thought. The upshot is that, when reacting to mass atrocities and aggression, states are generally required to pursue the alternatives to war rather than military action. The volume concludes that this has significant implications for pacifism, just war theory, and the responsibility to protect doctrine.

This thesis deals with the concept of accountability in international nongovernmental organizations INGOs). The four chapters focus on the theoretical and practical implications of a comprehensive approach to INGO accountability. Comprehensive INGO accountability goes beyond the donor-centric focus on financial accountability, and further includes outcome assessment processes and stakeholder dialog. The findings suggest that INGOs that implement such processes yield more effective programs as well as a stronger mission orientation. This implies that accountability is not merely to be understood as a necessary evil that occurs separately from the organization's core operations. Instead, comprehensive INGO accountability is integrated in organizational processes, and has the strategic value of strengthening organizational performance and mission orientation. It is based on dialog, and therefore is constructive in nature and contributes to more democratic organizational decision-making. In light of the increasingly political role of INGOs, implementing comprehensive accountability can be expected to become indispensable to ensure their organizational legitimacy.