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Working to give governance a good name, the world's most influential decision-makers have taken risks, challenged norms, and demanded change. They are: 1. Narendra Modi, Prime Minister, India, for enthralling the world's most populous democracy, 2. Angela Merkel, Chancellor, Germany, for parrying Putin, 3. Amit Shah, President, Bharatiya Janata party, India, for engineering Modi's landslide, 4. Hassan Rouhani, President, Iran, for keeping the door open, 5. Catherine Samba-Panza, Interim President, Central African Republic, for picking up the pieces of her country, 6. Luis Videgaray, Finance Secretary, for re-energizing Mexico. 7. Aydan Ozoguz, Integration Minister, for reimagining German citizenship. 8. Luis Almagro, Foreign Minister, and Pres Jose Mujica, Uraguay, for proving there's always room for refugees, and 9. Matteo Renzi, Prime Minister, Italy, for bucking bunga-bunga politics. Adapted from the source document.

Working to give governance a good name, the world's most influential decision-makers have taken risks, challenged norms, and demanded change. They are: 1. Narendra Modi, Prime Minister, India, for enthralling the world's most populous democracy, 2. Angela Merkel, Chancellor, Germany, for parrying Putin, 3. Amit Shah, President, Bharatiya Janata party, India, for engineering Modi's landslide, 4. Hassan Rouhani, President, Iran, for keeping the door open, 5. Catherine Samba-Panza, Interim President, Central African Republic, for picking up the pieces of her country, 6. Luis Videgaray, Finance Secretary, for re-energizing Mexico. 7. Aydan Ozoguz, Integration Minister, for reimagining German citizenship. 8. Luis Almagro, Foreign Minister, and Pres Jose Mujica, Uraguay, for proving there's always room for refugees, and 9. Matteo Renzi, Prime Minister, Italy, for bucking bunga-bunga politics. Adapted from the source document.

High office -- whether elected, appointed, or simply taken -- comes with power. But that is not a sufficient precondition for success. Among the world's hundreds of regents, presidents, chairmen, ministers, and secretaries, only a few really stand out for the risks they have taken and the changes they have made. Their impact is not always uniformly positive and sometimes their gambits are not rewarded, but their influence cannot be denied. In this category, people acknowledge leaders who have shown the courage to lay their reputations on the line, the cunning to seize opportunities, or the wisdom to recognize that the worst enemy of the political establishment is often inertia. As secretary of state, Hillary Clinton famously practiced what a US official once described as 'odometer diplomacy,' logging 956,733 miles across 112 countries. Her successor, by contrast, prefers to focus on the speedometer. China's economy, as Li Keqiang is fond of noting, is at a crucial stage. Adapted from the source document.

Eine Ende 1994 im Auftrag des RFE/RL Research Institute durchgeführte Umfrage unter russischen Entscheidungsträgern hat ergeben, daß die gegenwärtige russische Elite sich aus zwei grundsätzlich verschiedenen Gruppen zusammensetzt, die bei der Beurteilung des Stands der soziopolitischen und ökonomischen Entwicklung des Landes sowie der russischen Außenpolitik stark divergieren. Während mehr als ein Drittel der Befragten die gegenwärtige Reformpolitik befürwortet, ist ein ebenso großer Teil der Meinung, daß das Land einen falschen Kurs eingeschlagen hat. Auffallend ist der hohe Prozentsatz von Reformgegnern unter den Armee- und Sicherheitsdienstangehörigen. Die Befragungsergebnisse sind tabellarisch zusammengefaßt. (BIOst-Mrk)

Decision analysis has been used to help solve numerous complex decisions over the last few decades. However, its power as a basis for structuring one's thinking to resolve decisions has barely been tapped. To realize this potential, we in the decision analysis community must train people to think about their decisions using the concepts and principles of decision analysis. In this process, more emphasis must be placed on structuring decisions worth thinking about, and less emphasis must be placed on analyzing structured decisions. This paper outlines what we should do to train people to be better decision makers and why this is important. It includes a description of what we must learn to do this effectively.