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The occurrences of disasters have become a common phenomenon in the world and there is evidence that the frequency and intensity of disasters are increasing. There have been more than 7,000 disaster events and around 265 million displacements in the period from 2008 to 2018, which constitutes more than three times of conflict and violence-related displacements (Disaster Displacement – A global review, 2019). Natural disasters are responsible for nearly 60,000 deaths per year on average and are responsible for 0.1% of global deaths. Various forms of natural disasters pose significant threats to lives, livelihoods, economic development, and ecological diversity around the world. Similar to the world scenario, Sri Lanka has a similar situation. Sri Lanka has been identified as a drought hot spot. Nearly, 15,000 people per million are at risk of disaster-induced displacement every year in Sri Lanka. During the Tsunami, in 2004, 31,000 human lives were lost, and more than a million people were displaced. Thus, natural disasters cause a huge negative impact on society and the economy in Sri Lanka. In this context, the main objectives of this study are to overview the disasters and displacements that have occurred during the last two decades and to explore the livelihood activities of the affected people and their best practices of disaster resilience. Secondary data were used to overview the disasters and displacements of the last two decades and the related policy framework of the country. Primary data were used to identify livelihood activities and disaster-resilient strategies of the affected people. In-depth interviews were conducted with an unstructured questionnaire from 15 recovered families who have been affected by Tsunami and landslides that occurred in the country. The purposive sampling method was used to select families from the most disaster-affected areas. Descriptive methods were used to analyze the data. The study revealed five recovery strategies followed by displaced people from tsunamis and landslides. Those are continuing with the previous livelihood activities as much as possible, moving to different livelihood activities, moving to different areas to find better jobs, attaining external assistance, and self-management on household finance. Finally, policy guidelines for building resilience in communities that will help to enhance their capacity to cope and recover from vulnerability are proposed in improving their lives.

First-generation college students in the United States are a unique demographic that is often characterized by the institutions that serve them with a risk-laden and deficit-based model. However, our analysis of the transcripts of open-ended, semi-structured interviews with 22 “first-gen” respondents suggests they are actively deft, agentic, self-determining parties to processes of identity construction that are both externally imposed and potentially stigmatizing, as well as exemplars of survivance and determination. We deploy a grounded theory approach to an open-coding process, modeled after the extended case method, while viewing our data through a novel synthesis of the dual theoretical lenses of structural and radical/structural symbolic interactionism and intersectional/standpoint feminist traditions, in order to reveal the complex, unfolding, active strategies students used to make sense of their obstacles, successes, co-created identities, and distinctive institutional encounters. We find that contrary to the dictates of prevailing paradigms, identity-building among first-gens is an incremental and bidirectional process through which students actively perceive and engage existing power structures to persist and even thrive amid incredibly trying, challenging, distressing, and even traumatic circumstances. Our findings suggest that successful institutional interventional strategies designed to serve this functionally unique student population (and particularly those tailored to the COVID-moment) would do well to listen deeply to their voices, consider the secondary consequences of “protectionary” policies as potentially more harmful than helpful, and fundamentally, to reexamine the presumption that such students present just institutional risk and vulnerability, but also present a valuable addition to university environments, due to the unique perspective and broader scale of vision their experiences afford them.

Nepal is exposed to multi-hazard risk and is highly prone to disasters such as earthquake, flood, landslide, and drought. The climate, topography, nature-based livelihood, and weak economy and institutional capability to deal with such disasters put the country at frontline of the highly vulnerable countries in the world. Majority of the population of Nepal live in rural areas which are characterized by poorly developed infrastructures. Several disasters in such areas induce temporarily or permanently displacements of the people. Vulnerable communities, households, and individuals lack the capacity to withstand shocks, while more resilient communities are able to reduce the associated risks. Migration during disasters is itself an adaptive response which is both the opportunity and challenge for developing a resilient community. This chapter presents the trends and patterns of disaster-induced displacements in Nepal and explores how disaster-induced displacements could be an opportunity to build back better to enhance the resilience of the vulnerable communities. This chapter also highlights the existing institutions and disaster management framework of the national policies and strategies at the federal, provincial, and local levels in the light of disaster-induced displacement, and recommend actions that need to be taken to manage the risk of disaster-induced displacements and enhance resilient livelihoods in Nepal.

Purpose: This chapter explores the two major schemes applicable to skill development in India: Skill Acquisition and Knowledge Awareness for Livelihood Promotion (SANKALP) and Pradhan Mantri Kaushal Vikas Yojana (PMKVY).

Need for the Study: The primary objective of this research is to check the role of these schemes in enhancing the skills of socio-economically stressed community members for their livelihoods. The secondary aim is to analyse the outcomes of these schemes through a qualitative inquiry.

Methodology: A survey was conducted, and the data was collected from trainees of the skill development programmes. Based on the responses, a qualitative content analysis was performed, which showed that most trainees have the thirst and urge to enhance their life skills for a minimalistic livelihood.

Findings: The study concluded that though there are many schemes, only PMKVY is active. They focus on more than just youth communities. Instead, they consider individuals in different age categories.

Practical Implications: The Government of India (GOI) is progressing towards a healthy economy to compete with other countries. For this mission to be achieved, skill and labour development is paramount. Appropriate training must be provided and administrated through government schemes.

Being resilient is often equated with the capability to return to a state of normalcy after individuals and organisations face unprecedented challenges. This chapter questions the notion of ‘normalcy’ in complex and ongoing turbulence as experienced variously in diverse cultural and sectoral contexts. In theorising organisational resilience and associated transformation, it draws on insights provided by a microfinance institution (MFI) operating in the Philippines. The chapter details its efforts to transform business in light of experience gained in frequent and overlapping emergency conditions (including COVID-19) to create a new level of resilience in its clients and itself. For clients, the goal is often to self-manage loss associated with socio-economic development and for the organisation, to stabilise and cordon the investment needed to support clients survive and move on from the relatively constant adverse impacts of disasters. Published accounts of such experience and insights provided by board members and the President illustrate the nature of transformational resiliency strategies planned, including changes to the business model around provision of micro-insurance services and strategic adaptation of digital services aligned with the organisation's mission. A model of ‘practical resiliency in emergency conditions’ details the culture of resiliency adopted, demonstrating how stakeholders gain confidence and opportunity to practice resilient behaviours in emergency contexts. It highlights the significance of cultural consistency across purpose, values and capability to create an adequate level of trust and certainty across stakeholders to support transformational resiliency behaviours in shifting and dynamic ecosystems.

Healthy and adaptive strategies for regulating emotions and coping with the demands of their jobs can help school-level leaders mitigate the factors and forces heightening the emotional aspects of their work, stave off the negative effects of work intensification and achieve wellness. As with most individuals in most professions, school-level leaders use several different strategies to manage their emotions and cope with the stresses associated with their work. Some of these coping strategies are associated with positive outcomes including situation selection and exercising autonomy over their workday, talking to colleagues, reappraisal, humour, controlled breathing, exercise and engaging in hobbies outside of work. However, even the most experienced and effective school-level leaders demonstrate a proclivity for engaging in coping strategies associated with maladaptive and negative outcomes. These maladaptive strategies include worrying about events over which they have little or no control, masking one's emotions using expressive suppression, using thought suppression to deal with symptoms of emotional exhaustion, distraction, manipulating the emotions of others as well as use of illegal or prescription drugs, alcohol and other forms of self-medication. This chapter concludes with a discussion of how there can be some overlap between these strategies in practice and how they are classified.

Strategic decisions leaders make involving organizational changes such as mergers and acquisitions (M&A), divestitures, and downsizing, which can influence and/or interact with other organizational factors. For example, within the context of M&A, changes impact financial performance, firm behaviors, and organizational culture. In addition, strategic decisions for these types of change can also interrelate with other more intrapersonal factors, including both leaders’ and employees’ health and well-being. Employee stress, also referred to as “merger syndrome,” outlines individual negative impacts of the changes including, but not limited to, cynicism and distrust, change wariness, and burnout, all accumulating to psychological effects including increases in detachment to work, stress, and sick leave. In this chapter, the authors outline the different impacts M&A phases have on stress and well-being and how they interrelate with the strategic decisions leaders make. The authors also outline future research opportunities and practical implications for how leaders and employees could better manage future major changes such as M&A activities.