The intensely political cultural production that erupted during Hungary's short-lived Soviet Republic of 1919 encompassed music, art, literature, film and theatre. 'Painting the Town Red' is the little-known history of these developments. The book opens with an overview of the political context in Hungary after the First World War and how the Soviet Republic emerged in the chaotic months which followed the collapse of the Austro-Hungarian Dual Monarchy. It looks at the subsequent roles during the Soviet Republic of artists, film-makers, actors, musicians and writers, and the attitude of the newly established People's Commissariat for Education and Culture, in which the future internationally renowned Marxist Gyorgy Lukacs played a leading role. At its centre are the questions: why did so many prominent people in the arts world participate in the Soviet Republic and why did their initial enthusiasm later subside? Painting the Town Red is an important contribution to the lively debate about the interaction between art and politics
"The pandemic and its aftermath have impacted the healthcare landscape in ways that are still unfolding. Many pre-existing challenges have been significantly exacerbated. Stress and burnout levels increased dramatically, and especially hard hit have been nurse managers. Surveys predict alarmingly severe staffing shortages, including as many as 450,000 nurses before the end of the decade. And the erosion of trust at all levels has been made worse by corporate consolidation and waves of what have been called copycat layoffs. Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization's invisible architecture-a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude-is no less important than its visible architecture. Further, they assert that culture will not change unless people change, and people will not change unless they are inspired to do so and given the right tools. This multi-AJN award winning, fully updated third edition of Building a Culture of Ownership in Healthcare takes readers on a journey from accountability to ownership-providing a proven model, strategies, and practical solutions to help improve organizational culture in the healthcare setting. Readers will learn how investing in their organization and their people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and financial outcomes. This new edition will include strategies to enhance bilateral loyalty and rebuild trust; promote emotional safety to complement psychological safety, including planning and caring for Covid's emotional long haulers; and foster a Proceed Until Apprehended mindset that encourages creativity, innovation, and problem-solving. It will be packed with many new examples from inside and outside of healthcare. This edition will also share the Assess-Inspire-Engage-Sustain Model for Cultural Transformation and show how the Growth-Impact Model can be used to shape a Culture of Ownership that achieves growth along the dimensions of scope and scale and impact along the dimensions of reach and depth. Building a more positive Culture of Ownership has never been more important."
Invisible Architecture -- From Accountability to Ownership -- The Foundation of Core Values -- The Superstructure of Organizational Culture -- The Interior Finish of Workplace Attitude -- Blueprinting a Culture of Ownership -- Three Essential Elements of a Culture of Ownership -- Personal Values and Organizational Values -- The Four Dimensions of Transformational Leadership -- Anatomy of a Change Movement : What the Movement to Ban Public Smoking Has to Teach Healthcare Leaders About Culture Change.
