Chapter 3 examines the reorganization of Indigenous regional networks in the areas near to Belém in the Lower Amazon. To avoid enslavement by the Portuguese, some Indigenous communities moved away from the easy-to-access riverbanks. Other Indigenous people successfully engaged with the Crown on their own terms, which allowed them a measure of autonomy to build communities, use their skills for their own benefit, and meet the demands of settlers. These changes and movements led to the development of what the Portuguese called the sertão, a place where people and forest and river products could be retrieved. From an Indigenous perspective, a regrouping occurred as people fled slavery upriver and moved to the riverbank to access colonial goods, such as metal tools.

This chapter first reproduces a fictional speech that I published in 2008, an election year for the Presidency of the United States. The candidates were Barack Obama and John McCain, both Senators at the time. In this imaginary speech, I expressed my thoughts on what the winner of the election might say about the steps he would take to give high priority to meeting the challenge of climate change. Climate change is not something the world can safely continue to procrastinate about. We cannot wait until coastal cities become abandoned before we start mitigating sea level rise. Waiting too long means doing too little and acting too late. There is a timescale built into the climate change issue by physics and chemistry, and the broad public has not yet fully realized the urgency of it. Climate change is fundamentally a moral and ethical problem, in my view. What do we who are alive today owe to the next generation, and to subsequent generations? We are literally creating the planet our children will live in. We must act energetically and wisely. Everything depends on what people and their governments do.

The chapter begins by examining how groups form and socialise members, and the forces of conformity that sustain existing norms. We then consider the emergence of differentiation and innovation, exploring how processes of minority influence and dissent challenge conformity. The chapter then explores the impact of contested norms, particularly in systems of inequality, and considers how these norms are challenged and transformed under more repressive and open regimes. This chapter also explores power, repression, agency and resistance, and how reinterpretations of classical studies by Milgram and Zimbardo are now understood through the lens of social identity theory. The transmission of norms between groups is discussed, alongside the entrepreneurs of identity who mobilise advantaged groups to support disadvantaged groups. This chapter makes a transition from traditional theories of intergroup relations to new paradigms that emphasise the fluidity of norms, the role of emerging leadership, and the transformative potential of identity in group dynamics.

This chapter focuses on the importance of circular business models and the synergies they create within circular economy liveable cities. Circular business models emphasise reducing waste, reusing resources, and recycling materials, promoting sustainable economic growth while addressing environmental challenges. By fostering innovation, resource efficiency, and collaboration across various sectors, these models help cities transition to a circular economy. The chapter highlights the role of leadership, imagination, and curiosity in driving this transformation. Leaders are key to setting ambitious goals and mobilising resources, while imaginative thinking and curiosity foster the development of innovative solutions to urban challenges. Examples from companies like Interface, Patagonia, and Philips Lighting demonstrate how visionary leadership and creative business models contribute to sustainability and circularity. The chapter explores the synergies between circular business models and urban systems, with case studies from cities like Amsterdam and Paris. These cities have adopted circular strategies that integrate sustainable waste management, renewable energy, and resource-efficient practices, showcasing the transformative potential of circular economies. Ultimately, the chapter argues that circular business models are essential for creating resilient, sustainable cities. By leveraging leadership, innovation, and cross-sector collaboration, cities can foster circular economies that promote environmental sustainability, economic growth, and improved quality of life.

Critical to successful engagement in any organisation is an understanding of the important elements affecting good communication. There are many dimensions to the study of communication in the 21st century, both generally and in health service settings, in the 21st century. This chapter considers the foundational concepts, with references to help students discover more about communication in organisational, social and cultural settings. Many believe that even the definition of communication is worth questioning. As a notion it is so discursive and diverse that any definition other than the simplest becomes so complex as to cease being useful.

The complexities inherent in healthcare organisations highlight the multifaceted nature of their operations. Regardless of role, scale, procedural intricacies or governance structures, these organisations need to deal with the complexities of both internal dynamics and external landscapes. The diversity of stakeholders involved adds layers of challenge to effectively managing clinical and social processes, optimising outcomes, allocating resources equitably, developing and retaining a skilled workforce, making informed decisions and upholding ethical standards.

The advent of the digital age has brought about significant changes in how information is created, disseminated and consumed. Recent developments in the use of big data and artificial intelligence (AI) have brought all things digital into sharp focus. Big data and AI have played pivotal roles in shaping the digital landscape. The term ‘big data’ describes the vast amounts of structured and unstructured data generated every day. Advanced analytics on big data enable businesses and organisations to extract valuable insights, make informed decisions and enhance various processes. AI, on the other hand, has brought about a paradigm shift in how machines learn, reason and perform tasks traditionally associated with human intelligence. Machine-learning algorithms, a subset of AI, process vast datasets to identify patterns and make predictions. This has applications across diverse fields, including health care, finance, marketing and more. The combination of big data and AI has fuelled advancements in areas such as personalised recommendations, predictive analytics and automation in all aspects of our day-to-day lives.

Managers and leaders need to critically analyse their own thinking and decision-making processes so they can objectively evaluate the problems and issues they face every day. To do this they need to understand their personal preferences, prejudices, values and cultural beliefs, and their motivations and desires. It is also important for them to understand how these factors shape the biases managers and leaders take to decision-making. To achieve success, they require the ability to analyse, synthesise and evaluate material, and to assemble their thoughts in a logical argument.

The financial management of healthcare organisations is a key management responsibility for both public and private facilities. While this responsibility has always been important, it is becoming increasingly more so, with the rising costs of healthcare provision due to advances in technology and rising rates of chronic disease and ageing populations. The responsible use and management of scarce healthcare resources requires knowledge and information. The accounting process provides the necessary information to develop and monitor a budget. However, it is the financial management of the budget and associated activity levels that provide the necessary framework to ensure budget integrity and financial governance.

Effective strategic planning, implementation and management drive organisational performance. Healthcare managers have recognised the increasing importance of strategic planning and management as the healthcare industry has become more dynamic and complex. However, development of feasible strategy can be difficult, and implementation of even well-developed strategy is often challenging. This has become increasingly complex as healthcare organisations aim to implement triple bottom-line (TBL) reporting to better ensure sustainability. This chapter provides advice on leading and improving strategic planning and management for sustainability in health-service organisations.

Values permeate every aspect of our lives, shaping individual actions and giving meaning, direction and scope to our work environments and organisational cultures. Defining positive behaviours and identifying unprofessional, disrespectful or negative behaviours shape and define every aspect of our work and personal lives. Values also have an emotional component: when we act in accordance with our values, we experience positive emotions; conversely, when we act against our values or are placed in situations that compromise our values, we experience emotional dissonance. It is this emotional component that drives us to seek values alignment in our personal and professional lives.

Reflection is an action in which we step back and take another look. It is not a new concept in the health sciences. Contemporary conceptions of reflective practice are underpinned by the classic works of John Dewey, Carl Rogers and Donald Schön. Nowadays, reflection is considered one of the core components of healthcare education and is evident in the governing codes and guidelines underpinning professional practice in many health disciplines in Australasia. References to reflection appear in the health disciplines’ code of professional practice or code of conduct. Effective and purposeful reflection is seen to be a core component of proficiency and continuing professional development. Despite this, students, practitioners and healthcare leaders often find reflection – and critical reflective practice – challenging.

Intense debate surrounds the differences between the roles, functions and even the differences between leaders and managers. Leadership is not wholly different from management; indeed, it is a component of management and a responsibility of management, especially of senior managers. Effective managers need to be effective leaders, and the most effective leaders are also good managers.

Negotiation is important for healthcare managers. In the past, negotiation was largely conducted face-to-face but that changed during the COVID-19 pandemic. Many negotiations are now conducted virtually over videoconferencing platforms such as MS Teams. This chapter introduces negotiating that can assist readers to develop their skills for use in personal and professional negotiations.

Leadership is an elusive concept. Key authors cannot agree on the characteristics of leaders, but all agree that leadership is about relationships and evolves over time. For example, Rost and Barker state that ‘leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect a shared purpose’. Meanwhile, Landsdale suggests that ‘effective leaders enable people to move in the same direction, toward the same destinations, at the same speed, but not because they have been forced to, but because they want to’. This raises the question of how we get people to want to go in the same direction and at the same pace. In the health services, this is particularly challenging because of the multidisciplinary nature of the key stakeholders. It requires appropriate leadership of interprofessional teams.

Workforce planning in the healthcare system continues to be a politically charged issue in many countries due to the continuing shortage of various health professional groups and the subsequent costs and liabilities to governments hoping to generate improvements and efficiencies. In 2016, the World Health Organization (WHO) released the Global strategy on human resources for health: Workforce 2030, whose overall goal was to improve health, social and economic development outcomes by ensuring universal availability, accessibility, acceptability, coverage and quality of the health workforce, through adequate investment to strengthen health systems and the implementation of effective policies at national, regional and global levels. The Strategy reaffirms the importance of the WHO Global Code of Practice on the International Recruitment of Health Personnel, which recommends countries, including Australia and Aotearoa New Zealand, aim for workforce self-sufficiency with regard to workforce-planning.