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The chapter summarizes key literature, including emerging ideas, that is pertinent to the question of how organizations and their leadership deal with and are resilient through crises – highlighting what works in surviving unexpected crises. The chapter presents an illustration of organizational response; it concludes with an analysis of what is missing from the literature and recommends a path forward to expanding actionable knowledge in this area. Multiple, interdependent factors that foster resilience are identified including (1) being sensitive to possible threats – even seemingly small failures, (2) not relying on simple interpretations of events but rather seeking diversity to create a complete view of the environment, (3) leadership that embraces communication, transparency, and continuous learning, (4) valuing expertise and allowing expert staff to make decisions during a crisis, and (5) a cultural commitment to a resiliency mindset that accepts failures as opportunities to learn and improve. Emerging concepts that may foster resilience but require more research include managing paradox, emotional ambivalence and diversity. Additional areas for fruitful research include: the impact of short-term versus long-term, or successive, crises; external versus internal shocks and the framing of the source of shocks; how crisis affect the pace of innovation and change; the role of diversity in organizational responses to crises; and a set of methodological opportunities to leverage natural experiments or simulations in ways that allow for longitudinal data illuminating the full cycle of crises across organizations from anticipation, to response, to longer-term adaptation to the new normal.

In early 2014, recent Stanford University graduate Tyler Shultz was in a quandary. He had been working at Theranos, a blood-diagnostic company founded by Elizabeth Holmes, a Stanford-dropout wunderkind, for almost a year. Shultz had learned enough about the company to realize that its practices and the efficacy of its much-touted finger-prick blood-testing technology were questionable and that the company was going to great lengths to hide this fact from the public and from regulators.

Theranos and Holmes were Silicon Valley darlings, enjoying positive press and lavish attention from potential investors and technology titans alike. Just as companies like PayPal had revolutionized the stagnant payments industry and Uber had upended the for-hire transportation sector, Theranos had been positioned as the latest technology firm to substantially disrupt yet another mature sector: the medical laboratory business. By the start of 2014, the company had raised more than $400 million in funding, and had an estimated market valuation of $9 billion.

Shultz's situation was exacerbated by the fact that his grandfather, the highly respected former US Secretary of State George Shultz, was on the Theranos board and was one of Elizabeth Holmes's biggest supporters.

But Tyler Shultz worried about the customers he was convinced were receiving highly unreliable and often inaccurate blood-test results. With so much at stake, Shultz wondered how he should proceed. Should he raise his concerns with the firm's investors? Blow the whistle externally? Report to industry regulators? Go away quietly?

This case and its subsequent four brief follow-up cases are based largely on interviews with Tyler Shultz, and outline the dilemma he faced and the various steps he would take both to extricate himself from his unsavory position and let the public know the full extent of the deception at Theranos.

Five optional handouts are available to instructors to further discussion after the case has been debriefed. The handouts serve as additional decision points for the students if your class time permits.

School-university partnerships are enhanced by synergistic relationships. Positive outcomes increase when partners work across disciplines, focus on cultural competencies, and expand from local to global engagement. This chapter offers an overview of the Bradley Professional Development Schools (PDS) Partnership, a description of the Comprehensive Integrated Services Model, and a summary of current thinking about synergy and cultural competencies in relation to school–university partnerships. Through descriptions of various multidisciplinary PDS projects and partnerships, the chapter explores concepts such as emergent realities, cross-cultural, intercultural or global competencies, empowering learning culture, and global awareness, demonstrating how an comprehensive integrated services model that is holistic in nature sustains school–university partnerships in multiple and creative ways across local and global environments.

For many years, science fiction has been perceived as “rayguns and rocket ships” boys' literature. Any number of impressionistic and statistical studies have identified the typical SF reader as male, between the ages of twelve and twenty and, in the case of adults, employed in some technical field. Yet I continually find myself having conversations with women, only to find that they, like myself, began reading science fiction between the ages of six and ten, have been reading it voraciously ever since, and were often frustrated at the absence of satisfying female characters and the presence of misogynistic elements in what they read. The stereotype of the male reader and the generally male SF environment mask both the increasing presence of women writers in the field of science fiction and the existence of a feminist dialog within some SF novels. This dialog had its beginnings in the mid‐sixties and is still going strong. It is the hope of the feminist SF community that this effacement can be counteracted.

Democracies typically impose onerous regulation on the conduct of bureaucratic officials and remarkably light regulation of the conduct of elected officials. The traditional presumption was that politicians should be allowed to self-regulate. In many democratic regimes, politicians have shown themselves unable to carry this burden of public trust. As a result, political ethics is regulated from a perspective of public distrust, associated with fears of political corruption. Despite my personal reservations about professional ethics models (recorded here by reference to recent fictional work of novelist J.M. Coetzee), I revive a trust-based perspective to make a case for a regime of self-regulation for democratic politicians, based on a democratic hope that politicians can be trusted to act as responsible professionals.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

OUR various accounts of the Portsmouth Conference, and the official record of it which is now in the hands of readers shows that it may be regarded as a successful one. It was specially notable for the absence of those bickerings and differences which must inevitably come to the surface at times. There may be something in the suggestion of one of our writers that the weather was a main factor. However that may be, there was uniform good temper, and we came away with the belief that a good week's work for librarianship had been done.