The Crisis Issue

/ Fall 2015: The Crisis Issue

We undoubtedly live in a time of crisis and disruption, but where do we draw the line between the two? At what point does a progression or disruption in a particular industry become a crisis? This issue explores how we, as innovators, can think long-term and predict potential crises. If innovation is, by nature, disruptive, then how can we manage this kind of anticipatory forward thinking? As our journal shifts to focus more on insight and foresight, we hope to bring you an analysis of how crisis – and the ways in which companies to respond to them – can inform new, more holistic, more futuristic business practices.


Read Articles From This Issue

Life With Death

Surviving Mortality and Overcoming the “Crisis” of End-of-Life Care   When was the last time you thought about your own death? Not because the possibility of death was imminent – rushing toward you on a busy highway or following you too closely on a deserted street – but because you were interested: feeling curious or…


This article is part of a larger feature called "The Future of Crisis" in The Crisis Issue. Asimple question: What if nations and societies around the world face heightened risk today because people find it increasingly challenging to listen well? For skilled listeners in unfamiliar and potentially threatening environments, the first signs of warning and welcome…

Rise of the Precariat: Job Insecurity and the Changing Workforce

Businesses need to think less about convenience to their bottom line and more about the long-term effects of unsustainable and precarious work. In 2011, British economist Guy Standing wrote about an emerging class in his book The Precariat: The New Dangerous Class: those unable to find permanent, full time employment with benefits and rights and…