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The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.

The twentieth century started writing the history of modern health systems. Their evolvable rate is now higher than ever. The Western Europe was the forefront of setting up the national health systems (NHS) to protect citizens and let them thrive. Successful models progressively crossed the borders and experiences became universal. Hence, this chapter tackles data to perceive the underwent radical transformations and capture intricate aspects to envision the next and get answers time ahead the patients‘needs. Health organizational structures and human resources management play crucially in improving system’s performances: managerial qualities, medical entities’ functionality, results’ forecasting are essential to build up credibility and aid strategic patterns to evolve.

Changes are welcome to better tailor performances, assure successful implementation, avoid inadequate, distressing reforms. Stable and consistent policies are also called for.

Grounded on fundamental patterns, open to applicatory innovation, countries follow specific arrangements to resound with healthcare robustness if goals are well-thought-of: keeping people healthy and safe, identifying and treating defectiveness or abnormal physiological functions affecting people, operations, circuits, and preserving health budget wisely balanced.

Activities and citizens are touched by any structural changes maneuvered. To confront them, a keen eye should be addressed to those nobody’s areas into synergistic efforts to cope with internal causes, face external forces and improve life through fair profitability on the way of full satisfaction.

Family care partners are significantly involved in healthcare tasks in order to support adult relatives. Yet, unlike pediatric models of care where caregivers of children are formally integrated into healthcare teams, care partners of adults are rarely engaged in a formal, structured, or consistent manner. Their inclusion in the healthcare team is critical to their capacity to continue supporting their relative. A meaningful dialogue between policy and healthcare management is required to identify feasible and effective ways of engaging family care partners in healthcare teams.

This chapter reviews significant advances in health sciences librarianship, highlighting developments between 1970 and 2005. During this time Advances in Librarianship published two chapters that dealt with health sciences librarianship. The first appeared in 1971 with volume two. Written by David Bishop (1971), then at the University of Arizona, it focused on developments in the 1960s and provided a review of the MEDLARS (Medical Literature Analysis and Retrieval System) system, the beginnings of the regional medical library (RML) program and advances in library services and information resources. The second chapter devoted to health sciences libraries appeared in the ninth volume of Advances in Librarianship. In it Donald Hendricks (1979) from the University of New Orleans highlighted collaborative programs among health sciences libraries, the growing reliance on computer applications, professional development programs, clinical medical librarian services and the accomplishments of the Medical Library Association (MLA).