Times of crisis, of disruption or constructive change, are not only predictable, but desirable. They mean growth. Taking a new step, uttering a new word, is what people fear most.
I guess whenever I’m in the paper, it’s dealing with bridges falling apart, budget problems, pension crises – and saying we have to tackle these problems.
From the beginning of time, we've had financial crises. People always blame the banks and for good reason. When you look for the root causes, they're almost always failed government policies.
Fiscal crises often turn into financial crises, dealing a blow to the real economy.
...capitalism does live by crises and booms, just as a human being lives by inhaling and exhaling.
In the financial system we have today, with less risk concentrated in banks, the probability of systemic financial crises may be lower than in traditional bank-centered financial systems.
In modern political society it is probably a fact that national leadership can heighten foreign crises to the point where war becomes almost inevitable and public approval, at least for a time, automatic.
They're social media amazing tools to communicate information - especially about different causes or crises or movements.
Altermodern is an in-progress redefinition of modernity in the era of globalisation, stressing the experience of wandering in time, space and mediums. The term 'altermodern has its roots in the idea of 'other-ness (Latin alter = 'other, with English connotation of 'different) and suggests a multitude of possibilities, of alternatives to a single route. It suggests that the historical period defined by postmodernism is coming to an end, symbolised by global financial crises.
Apart from the emergency aid we provide to alleviate the sufferings of victims of natural disasters, calamities and crises, we worked for transforming U.A.E.'s charity activities into an institutional activity with an aim of making them more effective and sustainable.
Khalifa bin Zayed Al Nahyan
She was of the stuff of which great men's mothers are made. She was indispensable to high generation, hated at tea parties, feared in shops, and loved at crises.
When there is pressure for leaders to respond to problems or crises, they often simply intensify their efforts in their particular defined sphere of activity - even if that's not relevant to the real problem. To do otherwise requires taking on entrenched practices and asserting power in areas where it often will not be well received. And leaders tend to see major crises more as threats to their own position rather than as systemic challenges for the societies that they govern or the institutions that they manage.