When William Chafe's The American Woman was published in 1972, it was hailed as a breakthrough in the study of women in this century. Bella Abzug praised it as "a remarkable job of historical research," and Alice Kessler-Harris called it "an extraordinarily useful synthesis of material about 20th-century women." But much has happened in the last two decades--both in terms of scholarship, and in the lives of American women. With The Paradox of Change, Chafe builds on his classic work, taking full account of the events and scholarship of the last fifteen years, as he extends his analysis into the 1990s with the rise of feminism and the New Right. Chafe conveys all the subtleties of women's paradoxical position in the United States today, showing how women have gradually entered more fully into economic and political life, but without attaining complete social equality or economic justice. Despite the gains achieved by feminist activists during the 1970s and 1980s, the tensions continued to abound between public and private roles, and the gap separating ideals of equal opportunity from the reality of economic discrimination widened. Women may have gained some new rights in the last two decades, but the feminization of poverty has also soared, with women constituting 70% of the adult poor. Moreover, a resurgence of conservatism, symbolized by the triumph of Phyllis Schlafly's anti-ERA coalition, has cast in doubt even some of the new rights of women, such as reproductive freedom. Chafe captures these complexities and contradictions with a lively combination of representative anecdotes and archival research, all backed up by statistical studies. As in The American Woman, Chafe once again examines "woman's place" throughout the 20th century, but now with a more nuanced and inclusive approach. There are insightful portraits of the continuities of women's political activism from the Progressive era through the New Deal; of the contradictory gains and losses of the World War II years; and of the various kinds of feminism that emerged out of the tumult of the 1960s. Not least, there are narratives of all the significant struggles in which women have engaged during these last ninety years--for child care, for abortion rights, and for a chance to have both a family and a career. The Paradox of Change is a wide-ranging history of 20th-century women, thoroughly researched and incisively argued. Anyone who wants to learn more about how women have shaped, and been shaped by, modern America will have to read this book.

Here is a compelling assessment of the processes of organizational change from a general systems and behavioral scientific perspective, including a system of change that can be implemented to help organizations succeed.

Museums throughout the world are under increasing pressure in the wake of the 2008/2009 economic recession and the many pressing social and environmental issues that are assuming priority. The major focus of concern in the global museum community is the sustainability of museums in light of these pressures, not to mention falling attendance and the challenges of the digital world. Museums and the Paradox of Change provides a detailed account of how a major Canadian museum suffered a 40 percent loss in its operating budget and went on to become the most financially self-sufficient of the ten largest museums in Canada. This book is the most detailed case study of its kind and is indispensable for students and practitioners alike. It is also the most incisive published account of organizational change within a museum, in part because it is honest, open and reflexive. Janes is the first to bring perspectives drawn from complexity science into the discussion of organizational change in museums and he introduces the key concepts of complexity, uncertainty, nonlinearity, emergence, chaos and paradox. This revised and expanded third edition also includes new writing on strengthening museum management, as well as reflections on new opportunities and hazards for museums. It concludes with six ethical responsibilities for museum leaders and managers to consider. Janes provides pragmatic solutions grounded in a theoretical context, and highlights important issues in the management of museums that cannot be ignored.

Recent years have seen intense debates between formal (generative) and functional linguists, particularly with respect to the relation between grammar and usage. This debate is directly relevant to diachronic linguistics, where one and the same phenomenon of language change can be explained from various theoretical perspectives. In this, a close look at the divergent and/or convergent evolution of a richly documented language family such as Romance promises to be useful. The basic problem for any approach to language change is what Eugenio Coseriu has termed the paradox of change: if synchronically, languages can be viewed as perfectly running systems, then there is no reason why they should change in the first place. And yet, as everyone knows, languages are changing constantly. In nine case studies, a number of renowned scholars of Romance linguistics address the explanation of grammatical change either within a broadly generative or a functional framework.

This book analyzes Myanmar’s contemporary political history, arguing that Myanmar’s so-called "democratization" has always been a calculated regime transition, planned by the military, with every intention that the military to remain the key permanent political actor in Myanmar’s political regime. Using the period since Myanmar’s regime change in 2011 as an extended case study, this book offers an original theory of regime transition. The author argues that Myanmar’s ongoing regime transition has not diverged from its authoritarian military roots and explains how the military has long planned its voluntary partial withdrawal from direct politics. Therefore, Myanmar’s "disciplined democracy" contains features of democratic politics, but at its core remains authoritarian. Providing an original contribution to the theoretical literature on regime change by developing a theory of trial and error regime transition, the book engages with and challenges the popular democratization theory by arguing that this theory does not sufficiently explain hybrid regimes or authoritarian durability. Additionally, the book adds to an alternative understanding of how the regime transition was initiated by examining the historical evolution of Myanmar’s post-colonial regime and offers a fresh perspective on contemporary political developments in Myanmar. An important contribution to the study of authoritarian durability and the dynamics of regime change in Southeast Asia, this book will be of interest to academic researchers of comparative politics, international relations, and Southeast Asian studies.

Whether we're buying a pair of jeans, ordering a cup of coffee, selecting a long-distance carrier, applying to college, choosing a doctor, or setting up a 401(k), everyday decisions—both big and small—have become increasingly complex due to the overwhelming abundance of choice with which we are presented. As Americans, we assume that more choice means better options and greater satisfaction. But beware of excessive choice: choice overload can make you question the decisions you make before you even make them, it can set you up for unrealistically high expectations, and it can make you blame yourself for any and all failures. In the long run, this can lead to decision-making paralysis, anxiety, and perpetual stress. And, in a culture that tells us that there is no excuse for falling short of perfection when your options are limitless, too much choice can lead to clinical depression. In The Paradox of Choice, Barry Schwartz explains at what point choice—the hallmark of individual freedom and self-determination that we so cherish—becomes detrimental to our psychological and emotional well-being. In accessible, engaging, and anecdotal prose, Schwartz shows how the dramatic explosion in choice—from the mundane to the profound challenges of balancing career, family, and individual needs—has paradoxically become a problem instead of a solution. Schwartz also shows how our obsession with choice encourages us to seek that which makes us feel worse. By synthesizing current research in the social sciences, Schwartz makes the counter intuitive case that eliminating choices can greatly reduce the stress, anxiety, and busyness of our lives. He offers eleven practical steps on how to limit choices to a manageable number, have the discipline to focus on those that are important and ignore the rest, and ultimately derive greater satisfaction from the choices you have to make.

Winner, 2011 Dale Brown Book Award for Outstanding Scholarship in Anabaptist and Pietist Studies. Young Center for Anabaptist and Pietist Studies at Elizabethtown College Holmes County, Ohio, is home to the largest and most diverse Amish community in the world. Yet, surprisingly, it remains relatively unknown compared to its famous cousin in Lancaster, Pennsylvania. Charles E. Hurst and David L. McConnell conducted seven years of fieldwork, including interviews with over 200 residents, to understand the dynamism that drives social change and schism within the settlement, where Amish enterprises and nonfarming employment have prospered. The authors contend that the Holmes County Amish are experiencing an unprecedented and complex process of change as their increasing entanglement with the non-Amish market causes them to rethink their religious convictions, family practices, educational choices, occupational shifts, and health care options. The authors challenge the popular image of the Amish as a homogeneous, static, insulated society, showing how the Amish balance tensions between individual needs and community values. They find that self-made millionaires work alongside struggling dairy farmers; successful female entrepreneurs live next door to stay-at-home mothers; and teenagers both embrace and reject the coming-of-age ritual, rumspringa. An Amish Paradox captures the complexity and creativity of the Holmes County Amish, dispelling the image of the Amish as a vestige of a bygone era and showing how they reinterpret tradition as modernity encroaches on their distinct way of life.

For more than twenty years, major innovations—the kind that transform industries and even societies—seem to have come almost exclusively from startups, despite massive efforts and millions of dollars spent by established companies. Tony Davila and Marc Epstein, authors of the bestselling Making Innovation Work, say the problem is that the very processes and structures responsible for established companies’ enduring success prevent them from developing breakthroughs. This is the innovation paradox. Most established companies succeed through incremental innovation—taking a product they’re known for and adding a feature here, cutting a cost there. Major breakthroughs are hard to achieve when everything about the way your organization is built and run is designed to reward making what already works work a little better. But incremental innovation can coexist with breakthrough thinking. Using examples from both scrappy startups and long-term innovators such as IBM, 3M, Apple, and Google, Davila and Epstein explain how corporate culture, leadership style, strategy, incentives, and management systems can be structured to encourage breakthroughs. Then they bring it all together in a new model called the Startup Corporation, which combines the philosophy of the startup with the experience, resources, and network of an established company. Breakthrough innovation no longer has to be the nearly exclusive province of the new kids on the block. With Davila and Epstein’s assistance, any company can develop paradigm-shifting products and services and maximize the ROI on its R&D.

The coauthors of the bestselling Peak Performance dive into the fascinating science behind passion, showing how it can lead to a rich and meaningful life while also illuminating the ways in which it is a double-edged sword. Here’s how to cultivate a passion that will take you to great heights—while minimizing the risk of an equally great fall. Common advice is to find and follow your passion. A life of passion is a good life, or so we are told. But it's not that simple. Rarely is passion something that you just stumble upon, and the same drive that fuels breakthroughs—whether they're athletic, scientific, entrepreneurial, or artistic—can be every bit as destructive as it is productive. Yes, passion can be a wonderful gift, but only if you know how to channel it. If you're not careful, passion can become an awful curse, leading to endless seeking, suffering, and burnout. Brad Stulberg and Steve Magness once again team up, this time to demystify passion, showing readers how they can find and cultivate their passion, sustainably harness its power, and avoid its dangers. They ultimately argue that passion and balance--that other virtue touted by our culture--are incompatible, and that to find your passion, you must lose balance. And that's not always a bad thing. They show readers how to develop the right kind of passion, the kind that lets you achieve great things without ruining your life. Swift, compact, and powerful, this thought-provoking book combines captivating stories of extraordinarily passionate individuals with the latest science on the biological and psychological factors that give rise to—and every bit as important, sustain—passion.

A surprising assessment of the ways that virtual worlds are entangled with human psychology