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This chapter, being halfway between abstract economic theory and policy analysis, addresses one of the most contested issues in comparative economic studies, namely the role of human deliberation versus spontaneity at the macroeconomic level. To arrive at new insights. It adopts a cross-regional perspective and speculates, if the counter-intuitive practices of China, based on pragmatism and experimentation, trial and error, has indeed been superior to social engineering, as practiced in various forms across Europe. It also highlights the limitations to theoretical generalizations, i.e., making claims that remain valid at any time and any place, as mainstream economics suggests of its own insights.

CONTENT: A short letter from Will to his mother to thank her for her letter, let her know he will be travelling to Jacob's Well, and fill her in on the latest news, 1902. BIOGRAPHICAL HISTORY: The Day Family were anglo Indian traders, on the Navajo Reservation in eastern Arizona. The collection includes the personal and business papers of Sam Day, Sr. (1845-1925) surveyor, Indian trader, legislator and United States Indian Commissioner; Anna Day, Sam Sr.'s wife (1872-1932); and of their children, Charles L. Day (1879-1918), Samuel Day, Jr. (1889-1944), United States deputy Marshall. The collection includes information on Navajo culture, stories and legends; the looting of Canyon del Muerta, and the Frank Dugan murder. The collection also contains 91 photographs depicting trading posts and eastern Arizona scenes.

Dr. Hicks begins this chapter by reviewing how the shared governance committee was formed (Summer 2016). He notes that a good deal of the transformation process was set in motion when Dan Fontaine, Senior Vice President for Business Affairs, decided to retire. A reorganization was needed to ensure that the function areas and his people would have homes, and this was an opportunity to determine what would be the best structure for the organization. The Shared Governance Committee determined that a flattened structure would address the deep silos and communication issues and offer stability and flexibility.||Dr. Hicks then explains how the SGC worked out the reporting structure. He says that the Chancellor of the UT System liked the proposed structure and also put in place the Chief Operating Officer role to pull the silos together; however this new structure also changed the reporting structure and created stresses for people who previously reported directly to the president. He further clarifies the rationale for the new structure. He then begins to explain that it was very difficult for the VPs and others to take a reduced role. ; https://openworks.mdanderson.org/mchv_interviewchapters/1209/thumbnail.jpg

The paper analyzes the prominent 22@ Innovation District project, which was initiated at the beginning of the 2000s by the city of Barcelona to regenerate part of the Poblenou district, a former industrial area. The goal was to create an innovation district able to generate economic activity and employment by focusing on knowledge economy and new technologies. The innovative features of the project emphasize the uncertainty and the need to adapt to new technologies and their economic and social influence in urban regeneration projects. The paper uses the adaptive governance framework to analyze how the dynamic process of urban regeneration and creation of an innovation district has been able to adapt to internal and external changes of political, economic and technological nature. Adaptive governance has been conceptualized by focusing on three key aspects (i.e., level of complexity, conflict and uncertainty) and three main actions (i.e., anticipate, learn and adapt) that have been considered in the case study. These elements emphasize the need for bridging organizations that are able to work cross-level and cross-scale. The article shows the suitability of adaptive governance systems in urban regeneration projects, aiming to combine top-down and bottom-up initiatives within a comprehensive strategy.