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1. Why Build Collaborative Stakeholder Relationships?

Svendsen, Ann Berrett-Koehler Publishers ePub

To the extent the firm is able to recognize its interdependence, reflect upon the ethical standards appropriate to the situation, and react in a timely and responsive manner, it possesses a valuable, rare and nonsubstitutable strategic resource.

—Reginald Litz, 1996

Companies across North America are taking seriously the notion that as paradoxical as it seems, one way to succeed in a highly competitive globalized economy is to cooperate. In an economy where companies need to persuade investors to hold their stock, employees to work cooperatively with others, customers to buy a broader array of their products and services, and contractors to maintain strong supply chains, collaborative stakeholder relationships are key.

Every company, whether large or small, has a unique set of stakeholders—most often including investors, employees, customers, suppliers, and communities. The term “stakeholders” refers to individuals or groups who can affect or are affected by a corporation’s activities.

For most companies today, stakeholder relationships can have a significant impact on the bottom line. While companies could once manufacture an image and reputation through advertising and other media-based campaigns, in today’s networked world, reputation depends on establishing the trust of key stakeholders. The pursuit of financial success at the expense of employees, the environment, local communities, or workers in a subcontractor’s factory halfway around the globe is not only socially irresponsible but can result in shareholder losses rather than gains.2

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2. The Nixon Years (1969–74): Accomplishments amid Turmoil

Lee H. Hamilton Indiana University Press ePub

MY PERSONAL TIE TO PRESIDENT NIXON WAS THROUGH HIS mother. She was born and raised near Butlerville, Indiana, and he knew I represented that part of the state. Every time I saw him he’d ask, “How are things in Butlerville?” He always spoke very highly of his mother, and his middle name—Milhous—was his mother’s maiden name.

He used to joke with me about Indiana. He would say that whenever he ran for president he would sit down with a yellow legal pad and mark two columns—one with an R and one with a D—to get a sense of the likely electoral count. His very first entry in the R column, he said with a smile, was always Indiana. He must have told me that story three or four times. He liked Indiana not just because of his mother’s background but also for its Republican leanings.

So once I invited him to come out to Butlerville. He was surprised by my invitation, and I was even more surprised when he accepted. So in June 1971, two years into his first term, President Nixon came out to rural southern Indiana. It was a quick visit—he was only in Indiana for part of the day—but it was a major event for people in that part of the state. He flew into Indianapolis and then took a helicopter to North Vernon for his speech. His speech was fairly general, covering a range of topics, and he ended by saying, “Thank you for reminding me why my mother loved this land so much”—which was very well received. On the way back to Indianapolis he didn’t stop in Butlerville, but he did have his helicopter fly over the town. My time with the president that day was limited, but the visit clearly had an impact on him. It was an emotional trip for him, a homecoming of sorts.

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Medium 9781912567638

Section Two: São Paulo Seminars, 1978

Bion, Wilfred R. Harris Meltzer Trust ePub

SECTION TWO

SAO PAULO SEMINARS

1978

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10 Water Management for Ecosystem Health and Food Production

Boelee, E. CABI PDF

10

Water Management for Ecosystem Health and Food Production

Gareth J. Lloyd,1* Louise Korsgaard,1† Rebecca E. Tharme,2 Eline

Boelee,3 Floriane Clement,4 Jennie Barron5 and Nishadi Eriyagama6

1UNEP–DHI

Centre for Water and Environment, Hørsholm, Denmark; 2The Nature

Conservancy (TNC), Buxton, UK; 3Water Health, Hollandsche Rading, the

Netherlands; 4International Water Management Institute (IWMI), Kathmandu, Nepal;

5Stockholm Environment Institute, University of York, UK and Stockholm Resilience

Centre, Stockholm University, Stockholm, Sweden; 6International Water Management

Institute (IWMI), Colombo, Sri Lanka

Abstract

The integrated, efficient, equitable and sustainable management of water resources is of vital importance for securing ecosystem health and services to people, not least of which is food production. The challenges related to increasing water scarcity and ecosystem degradation, and the added complexities of climate change, highlight the need for countries to carefully manage their surface water and groundwater resources. Built upon the principles of economic efficiency, equity and environmental sustainability, integrated water resources management (IWRM) can be shaped by local needs to maximize allocative efficiency and better manage water for people, food, nature and industry. However, the flexibility of the approach means that it is interpreted and applied in ways that prioritize and address immediate challenges created by demographic, economic and social drivers, often at the expense of environmental sustainability – and hence also of long-term food security. The need to more explicitly include ecosystems in water management practices and safeguard long-term food security can be addressed partly by refining the notion of ‘water for food’ in IWRM as ‘water for agroecosystems’. This would also serve to eliminate much of the current dichotomy between ‘water for food’ and ‘water for nature’, and deliver a more balanced approach to ecosystem services that explicitly considers the value and benefits to people of a healthy resource base. The adoption of an ecosystem services approach to IWRM, and incorporation of environmental flows as a key element, can contribute to longterm food security and ecosystem health by ensuring more efficient and effective management of water for agroecosystems, natural systems and all its other uses.

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Chapter Four: The influence of reactivated primitive psychological processes

Jervis, Sue Karnac Books ePub

In this chapter, I want to discuss some psychoanalytic theories about personality development and the psychological states experienced during infancy, particularly the primitive processes described by Melanie Klein. These concepts are important for understanding similar states of mind commonly experienced by adults, especially following loss. As Freud (1923b, 1933a) argued, successful mourning involves identifying with the lost loved object or person, a process also involved in the formation of the personality. Klein (1946) extends Freud’s thinking by describing two important phases of infantile psychological development, which she calls the “paranoid schizoid” and “depressive” positions, that remain influential throughout life. Of particular relevance to the emotional experiences of relocated servicemen’s wives is Klein’s (1940) notion that mourning always reactivates the depressive position, and the anxieties associated with it, undermining identity and evoking terror of annihilation. This unconscious anxiety, aroused by any significant life-change that involves loss, is so threatening to an individual’s identity that it is often projected, or psychically externalized, into others, including into groups and institutions.

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