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This paper aims to: extend the concept of “The learning organization” to “The learning community”, especially disadvantaged communities; demonstrate how leaders in a migrant community can achieve positive change at the personal, professional, team and community learning levels through participatory action learning and action research (PALAR); and identify the key characteristics of a sustainable learning community.

The paper combines an innovative and creative methodology of PALAR and a new learning system designed by the Global University for Lifelong Learning (GULL).

A lack of cultural understanding on the part of government agencies contributes to a migrant community's socio‐economic disadvantage, e.g. high unemployment and crime rates, underachievement in education, exclusion from higher education. The Samoan community is a disadvantaged migrant group in Australia who were helped to help themselves to achieve positive change and quality learning in partnership with university researchers. The use of an enabling framework designed by GULL, mainly for developing countries, also proved to be an effective system for achieving personal and organizational learning in a disadvantaged community in Australia.

The findings represented in the conceptual models enhance understanding of the key principles and processes involved in an organizational learning project for sustainable development of a learning community.

This is one of the first papers to evaluate and track the learning outcomes in a community applying the GULL system that is used successfully in about 40 developing countries, but has not yet been sufficiently researched and documented in a developed country.

A brief review of merger and acquisition (M&A) publications, while indicating high failure rates, also indicate that few studies have neither focused on the pre-merger period nor the contributions from leaders and managers, and especially during that period. Additionally, there are limited “behavioral due diligence” (BDD) assessment(s). This chapter begins with a brief overview of definitions. It continues with a data-driven presentation focused on the limited publications and research of M&A pre-mergers (compared with the post-M&A period). This is followed by discussions on M&A-related BDD and leader/manager tasks, activities, and issues. These dialogues set the foundation for M&A actions, and research, focused on leaders and managers relative to BDD in the pre-merger phase. This chapter will close with recommendations of “going forward” and a conclusion.

In 1996, philosopher Jacques Derrida appealed to then President Bill Clinton to encourage a re-trial for American death-row prisoner, Mumia Abu-Jamal. Derrida's co-authored open letter, one of his most famous political interventions, rehearses the trajectory of his later writings on ethics, specifically the interrelated concepts of justice and forgiveness. In articulating the limits of legality, Derrida contends that an unconditional forgiveness exists outside the conventional dichotomy of the possible and the impossible. The performative paradox of “forgiving the unforgivable” may well require, in his own formulation, a “messianicity beyond messianism.”