Podcasts about professor nye

Visit us at Network2020.org.The Trump administration's recent foreign policy decisions—including the pause on foreign aid, the closure of USAID, and an assertive approach to negotiations—have raised questions about the trajectory of U.S. soft power. In a world where power is increasingly diffuse and economic and political relationships are fuzzy, what will be the role of soft power in shaping international norms and achieving diplomatic goals? The cyclical nature of soft power, particularly in contrast to China's expanding global footprint, underscores the need to contextualize these shifts within broader geopolitical trends.Join us for a discussion with Professor Joseph Nye, University Distinguished Service Professor, Emeritus and former Dean of the Harvard Kennedy School of Government, and former Chair of the National Intelligence Council. His latest book A Life in the American Century traces the rise and transformation of U.S. power while contemplating the challenges and opportunities that lie ahead. A leading thinker on soft power, Professor Nye will put Washington's recent actions into context, highlighting how they have influenced America's global standing. As countries navigate evolving trade dynamics and strategic realignments, this conversation will explore whether U.S. soft power can adapt to an increasingly competitive international landscape.Music by Sergii Pavkin from Pixabay.

Professor Joseph S. Nye Jr., one of the most influential international relations thinkers of our time, sits down with A'ndre Gonawela and Andrew Wilson to discuss the applicability of his theories around neoliberalism in a Great Power competition framework, his assessments of executive foreign policy in past administrations, and where academia can inform the public as the international landscape continues to change. Professor Nye, who co-founded the neoliberalist school of thought, provides his take on what people get wrong about it. The hosts and Professor Nye discuss what 'soft power' is, in addition to recent concepts around 'smart power' and 'sharp power'. A'ndre and Andrew also question Professor Nye about his views on what constitutes a 'moral' foreign policy, as Nye provides his rankings on U.S. Presidents and their own moral foreign policies.

Professor Joseph Nye, who served in the Clinton and Carter administrations, came up with the term 'soft power' over thirty years ago, to describe a means of increasing international influence not through military or economic force but through attraction and persuasion. At that point, with the Cold War coming to an end, the United States was undoubtedly the world's true soft power super-power, pushing its political values across the globe through a mixture of diplomacy and both popular and consumer culture. Since then, of course, much has changed, and Professor Nye considers how instances such as the invasion of Iraq in 2003, the isolationism of Donald Trump and the widespread reporting of mass shootings have tarnished America's soft power, while other countries both democratic and authoritarian have sought to push their own soft power credentials through music, sport and language. Nye talks with Gavin Esler about the role of soft power during the dying days of the Cold War, and Tony Blair's efforts to corral the UK's leading cultural figures in a bid to bolster its own soft power potential. Professor Ngaire Woods describes the importance of making sure soft power is implemented effectively in order to maintain a united front against Russia in Ukraine. Maria Repnikova charts the varying fortunes of China and South Korea in their sustained efforts to extend their influence through soft power, and Frank Cottrell Boyce recalls the soft-power messages around, for example, the NHS and same-sex relationships that helped re-invent the image of Britain across the world. Produced by Geoff Bird

In the 1st episode of Planet A's fourth season, Dan Jørgensen talks with Professor Joseph Nye of Harvard University.Professor Nye gained global fame by introducing the term “soft power”, that is the ability of a country to persuade others to do what it wants – without using force or coercion.In this episode of Planet A, he explains how soft power is particularly relevant to address transnational problems like climate change. Professor Nye also talks about the increasing importance of exerting “power with” - rather than “power over” - other nations. To him, climate change is an example of a problem that no government can control by working alone – it demands collaboration with other governments.Furthermore, he argues there are two great power shifts going on in this century. One is a power shift from Europe and the US to Asia, particularly countries like China and India. The other great power shift is from vertical to horizontal power. That is the power shift from governments to non-governmental and transnational actors, which manifests itself at the COP-negotiations.However, despite the rising influence of activists and the growing power of social media, nation-states remain the most important actors in the international system. But we can only stem climate change if nation states strengthen international collaboration about creating common norms, rules and institutions.

Harvard Professor Joseph Nye coined the term “soft power” to describe how nations can achieve their aims through persuasion and the ability to attract.  Can soft power in our businesses achieve persuasion and attract cooperation?  Here are four soft power plays that persuade and attract the team to outperform the competition.   Play One:  work on our communication.  The WHY of the vision as well as the what and the how need to be explained in ways that inspire the troops to care. We own the world we create, so include our people in creating the vision.  Plenty of corporate offices have elaborately framed Vision, Mission, Values statements that hardly anybody can recall.  How hard is it to get all of your work units starting with a daily WHY recharge?  It takes a few minutes and costs almost nothing.   Play Two: According to McGregor's Theory X, Theory Y staff motivation models, if we see our team as basically good, loyal people doing the best they can, then we can switch our gaze to becoming a “good” finder to recognise them, rather than to scold them.  So leaders need to take a Theory Y “happy pill” every morning before work and decide they will be a good finder.    Play Three: emphasise “valuing your people” rather than parroting the “corporate values”.  Our global engagement survey, validated in Japan, showed that the feeling of being valued was the trigger point sparking inspiration, empowerment, enthusiasm and confidence.  Communicating to each individual “you are valued” is using soft power.   Play Four: ask questions instead of giving direct orders.  Engaging people in the front line, through valuing their input, produces outperformance.  Don't miss it – the crowdsourcing of ideas from the team is a soft power play that pays off.    The end is nigh for those organisations who don't introduce Professor Nye's soft power play into their leadership armory.    Action Steps   Start with the WHY before explaining the What and the How Become a daily Theory Yer, seeking out the positives in your people Ensure your people feel they are genuinely valued every time, all the time Become an “ask” rather than “tell” leader Commit to persuade and attract your way to success

Honey works better than vinegar in attracting people and their cooperation.  We know that, so why do we forget this at work.  We are short with people and too much occupied with our immense status and authority.  This is all vinegar. Others are not attracted to this approach.  We need to work on our people skills if we want to have influence and get cooperation.  How do we do that? Welcome back to this weekly edition every Tuesday of "THE Cutting Edge Japan Business Show" I am your host Dr. Greg Story, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery. We are bringing the show to you from our High Performance Center in Akasaka in Minato-ku, the business center of Tokyo. Why the Cutting Edge?  In this show, we are looking at the critical areas for success in business in Japan.  We want to help advance everyone's thinking so that we be at the forefront, the Cutting Edge, of how to flourish here in this market. Before we get into this week's topic, here is what caught my attention lately. There is an acute shortage of delivery drivers in the transport business that is impacting companies like Amazon and Rakuten.  According to the Ministry of Health, labor and Welfare there were two point seven jobs for every driver application in June.  A separate government survey in two thousand and sixteen found that eighty three percent of transport companies were overworking their drivers.  This high demand situation has led to higher salaries, with the resultant costs increasing delivery rates.  Amazon and Rakuten have been moving their business to Japan Post which has increased its share to twenty percent, third after Yamato at forty three percent and Sagawa Express at twenty nine percent. In other news, the pickup in land prices has been fueled by the Bank Of Japan's monetary easing programs.  The gains have been particularly steep in the areas popular with tourists.  The booming tourist trade has pushed up demand for Hotels an shops that cater fir tourists.  Land prices in Ginza keep rising and Kyoto is also doing very well. The biggest jump was in Kutchan in Hokkaido, the location of the internationally popular Niseko ski resort. Last year the number of inbound travelers to Japan hit a record twenty eight point seven million.  The total this year topped twenty million in mid august and appears on course to exceed thirty million by year's end. The governments target is fifty million by twenty twenty. This is episode number fifty-five and we are talking about  Lead To Outperform The Competition Soredewa ikimasho, so let's get going. Harvard Professor Joseph Nye coined the term “soft power” to describe how nations can achieve their aims through persuasion and the ability to attract.  Our world bristles with nukes.  Testosterone fueled fighter pilots duel at supersonic speeds over rocky outcrop flashpoints.  Drones have 007 licenses to kill and volatile dictators strut, posture and provoke. Hmm…having a soft power alternative to World War Three sounds attractive.    Closer to home, can soft power in our businesses achieve persuasion and attract cooperation? There are plenty of testosterone fueled dogfights going on in the C-suites amongst colleagues and between Divisions.  Corporate leaders strut and posture, while middle managers whip the troops to do more, faster with less.  Power, status, authority, rules, regulations, contracts etc., keep people in line, but none of this engages them.  Time for some fresh thinking! Here are four soft power plays that persuade and attract the team to outperform the competition. Play One:  work on our communication.  The WHY of the vision as well as the what and the how need to be explained in ways that inspire the troops to care. We own the world we create, so include our people in creating the vision.  Plenty of corporate offices have elaborately framed Vision, Mission, Values statements that hardly anybody can recall.  How do you live it, if you can't remember it?  Well you don't and this is a failure of communication.  The Ritz Carlton Hotel chain became famous for having every shift start their day by re-visiting their WHY.  Good organisation creates good communication.  How hard is it to get all of your work units starting with a daily WHY recharge?  It takes a few minutes and costs almost nothing. Play Two:tap into the emotional wellsprings of engagement. Intention is important here. Following Douglas McGregor's Theory X, Theory Y staff motivation models, if we see our people as lazy, inept, untrustworthy then we have to ferret out their failures and fix them.  If we see our team as basically good, loyal people doing the best they can, then we can switch our gaze to becoming a “good” finder to recognise them, rather than to scold them.  So leaders need to take a Theory Y “happy pill” every morning before work and decide they will be finder of good work and praise it, rather than becoming a Theory X carping dud detector.  Try it for a week and see the difference. Find out more when we come back from the break   Welcome backPlay Three:emphasise “valuing your people” rather than parroting the “corporate values”.  Our global engagement survey, validated in Japan, showed that the feeling of being valued was the trigger point sparking inspiration, empowerment, enthusiasm and confidence.  Innovation is directly correlated to engagement, because if you don't care, why make it better? Communicating to each individual “you are valued” is using soft power. Play Four: ask questions instead of giving direct orders. Based on their hard skills credentials, supervisors believe they have super vision, so they can tell people what to do.  One brain's output, no matter how good, is still only producing a narrow sliver of ideas. Actually the further up the chain of command you fly, the more distant you become from the action and informed perspectives.  Engaging people in the front line, through valuing their input, produces outperformance. Don't miss it – the crowdsourcing of ideas from the team is a soft power play that pays off.    The end is nigh for those organisations who don't introduce Professor Nye's soft power play into their leadership armory.  As we say in Japan, “time flies like an arrow”, so let's all commit to going “soft” and persuading and attracting our way to success. Action Steps Start with the WHY before explaining the What and the How Become a daily Theory Xer, seeking out the positives in your people Ensure your people feel they are genuinely valued every time, all the time Become an “ask” rather than “tell” leader Commit to persuade and attract your way to success THE Cutting Edge Japan Business Show is here to help you succeed in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues, become a regular. Thank you for watching this episode and remember to hit the subscribe button. Our website details are on screen now, dalecarnegie.com, it is awesome value, so check it out. In episode fifty six we are talking about How To Not Blow Your Acceptance Speech. Find out more about that next week. So Yoroshiku Onegai Itashimasu please join me for the next episode of the Cutting Edge Japan Business Show We are here to help you and we have only one direction in mind for you and your business and that is UP!!!

In this podcast, we engage Harvard’s Joseph Nye Jr. in a wide-ranging conversation about cyber security. Joe has been at the forefront of the examination of critical issues in international relations. Recently, he has turned his attention to the impact of cyber security, cyber espionage and cyber warfare on international relations. Cyber has emerged as a critical feature of conflict in today’s international relations and the relationship of great powers including the United States, China and Russia. For further analysis of the cyber world see Trey Herr’s article here at Global Summitry called, “Governing Proliferation in Cybersecurity”. [Caroline can you add a url] Professor Nye is a Harvard University Service Professor, Emeritus and the former Dean of the Kennedy School. He has also served in various security positions in the American government. International relations scholars are well aware of his significant work in international relations including his examination of complex interdependence with Robert Keohane and Joe’s illumination of the concept of ‘soft power’ in international relations.

Leadership Soft Power   Harvard Professor Joseph Nye coined the term “soft power” to describe how nations can achieve their aims through persuasion and the ability to attract.  Our world bristles with nukes.  Testosterone fueled fighter pilots duel at supersonic speeds over rocky outcrop flashpoints.  Drones have 007 licenses to kill and volatile dictators strut, posture and provoke. Hmm…having a soft power alternative to World War Three sounds attractive.    Closer to home, can soft power in our businesses achieve persuasion and attract cooperation?  There are plenty of testosterone fueled dogfights going on in the C-suites amongst colleagues and between Divisions.  Corporate leaders strut and posture, while middle managers whip the troops to do more, faster with less.  Power, status, authority, rules, regulations, contracts etc., keep people in line, but none of this engages them.  Time for some fresh thinking!   Here are four soft power plays that persuade and attract the team to outperform the competition.   Play One:  work on our communication.  The WHY of the vision as well as the what and the how need to be explained in ways that inspire the troops to care. We own the world we create, so include our people in creating the vision.  Plenty of corporate offices have elaborately framed Vision, Mission, Values statements that hardly anybody can recall.  How do you live it, if you can't remember it?  Well you don't and this is a failure of communication.  The Ritz Carlton Hotel chain became famous for having every shift start their day by re-visiting their WHY.  Good organisation creates good communication.  How hard is it to get all of your work units starting with a daily WHY recharge?  It takes a few minutes and costs almost nothing.   Play Two: tap into the emotional wellsprings of engagement.  Intention is important here.  Following Douglas McGregor's Theory X, Theory Y staff motivation models, if we see our people as lazy, inept, untrustworthy then we have to ferret out their failures and fix them.  If we see our team as basically good, loyal people doing the best they can, then we can switch our gaze to becoming a “good” finder to recognise them, rather than to scold them.  So leaders need to take a Theory Y “happy pill” every morning before work and decide they will be finder of good work and praise it, rather than becoming a Theory X carping dud detector.  Try it for a week and see the difference.   Play Three: emphasise “valuing your people” rather than parroting the “corporate values”.  Our global engagement survey, validated in Japan, showed that the feeling of being valued was the trigger point sparking inspiration, empowerment, enthusiasm and confidence.  Innovation is directly correlated to engagement, because if you don't care, why make it better? Communicating to each individual “you are valued” is using soft power.   Play Four: ask questions instead of giving direct orders.  Based on their hard skills credentials, supervisors believe they have super vision, so they can tell people what to do.  One brain's output, no matter how good, is still only producing a narrow sliver of ideas.  Actually the further up the chain of command you fly, the more distant you become from the action and informed perspectives.  Engaging people in the front line, through valuing their input, produces outperformance.  Don't miss it – the crowdsourcing of ideas from the team is a soft power play that pays off.    The end is nigh for those organisations who don't introduce Professor Nye's soft power play into their leadership armory.  As we say in Japan, “time flies like an arrow”, so let's all commit to going “soft” and persuading and attracting our way to success.   Action Steps   Start with the WHY before explaining the What and the How Become a daily Theory Xer, seeking out the positives in your people Ensure your people feel they are genuinely valued every time, all the time Become an “ask” rather than “tell” leader Commit to persuade and attract your way to success

In a recent survey of internatinal relations scholars, Professor Nye was ranked as the most influential scholar on American foreign policy, and in 2011, Foreign Policy named him one of the top 100 Global Thinkers. If you’ve ever heard the term “soft power” then you’re familiar with Professor Nye’s work. A University Distinguished Service Professor, and former Dean of the Harvard's Kennedy School of Government, Professor Nye joins us today to discuss how foreign policy is formed, how it should be formed and why voters must involve themselves in understanding foreign policy if they are going to get better foreign policy from their officials. You can follow him on twitter @Joe_Nye. He is the author of the following books:Presidential Leadership and the Creation of the American Era (Princeton University Press, 2013)The Future of Power (PublicAffairs, 2011)The Powers to Lead (Oxford University Press, 2008)The Power Game: A Washington Novel (Public Affairs, 2004)Soft Power: The Means to Success in World Politics (PublicAffairs, 2004)Power in the Global Information Age: From Realism to Globalization (Routledge, 2004)The Paradox of American Power: Why the World’s Only Superpower Can’t Go it Alone (Oxford University Press, 2002)Understanding International Conflicts: An Introduction to Theory and History, 7th ed. (Longman, 2008)Bound to Lead: The Changing Nature of American Power, (Basic Books, 1990)Nuclear Ethics (The Free Press, 1986)Hawks, Doves and Owls: An Agenda for Avoiding Nuclear War, co-authored with Graham Allison and Albert Carnesale (Norton, 1985)Living with Nuclear Weapons. A Report by the Harvard Nuclear Study Group (Harvard University Press, 1983)Power and Interdependence: World Politics in Transition, co-authored with Robert O. Keohane (Little Brown and Company, 1977; Longman, 2000)Peace in Parts: Integration and Conflict in Regional Organization (Little Brown and Company, 1971)Pan Africanism and East African Integration (Harvard University Press, 1965)

Joseph Nye‘s latest book is Presidential Leadership and the Creation of the American Era (Princeton University Press, 2013). Professor Nye is University Distinguished Professor and former dean of the Kennedy School of Government at Harvard University. He is also a fellow of the American Academy of Arts and Sciences and a member of the American Academy of Diplomacy. Nye's long career and major contributions to scholarship on international relations and American foreign policy make this new book a welcome new publication. He reaches some surprising conclusions about how to judge the leadership of former US presidents in the international arena. He writes “I conclude below that some presidents matter, but not always the ones who are most dramatic or inspiring” and continues “I found to my surprise that while transformational presidents like Woodrow Wilson and Ronald Reagan changed how Americans see the world, transactional presidents like Dwight Eisenhower and George H. W. Bush were sometimes more effective and more ethical. I would not have come to this unconventional conclusion before I undertook this study.” It is these surprises that make this such a great read. Learn more about your ad choices. Visit megaphone.fm/adchoices

Joseph Nye‘s latest book is Presidential Leadership and the Creation of the American Era (Princeton University Press, 2013). Professor Nye is University Distinguished Professor and former dean of the Kennedy School of Government at Harvard University. He is also a fellow of the American Academy of Arts and Sciences and a member of the American Academy of Diplomacy. Nye’s long career and major contributions to scholarship on international relations and American foreign policy make this new book a welcome new publication. He reaches some surprising conclusions about how to judge the leadership of former US presidents in the international arena. He writes “I conclude below that some presidents matter, but not always the ones who are most dramatic or inspiring” and continues “I found to my surprise that while transformational presidents like Woodrow Wilson and Ronald Reagan changed how Americans see the world, transactional presidents like Dwight Eisenhower and George H. W. Bush were sometimes more effective and more ethical. I would not have come to this unconventional conclusion before I undertook this study.” It is these surprises that make this such a great read. Learn more about your ad choices. Visit megaphone.fm/adchoices

Joseph Nye‘s latest book is Presidential Leadership and the Creation of the American Era (Princeton University Press, 2013). Professor Nye is University Distinguished Professor and former dean of the Kennedy School of Government at Harvard University. He is also a fellow of the American Academy of Arts and Sciences and a member of the American Academy of Diplomacy. Nye’s long career and major contributions to scholarship on international relations and American foreign policy make this new book a welcome new publication. He reaches some surprising conclusions about how to judge the leadership of former US presidents in the international arena. He writes “I conclude below that some presidents matter, but not always the ones who are most dramatic or inspiring” and continues “I found to my surprise that while transformational presidents like Woodrow Wilson and Ronald Reagan changed how Americans see the world, transactional presidents like Dwight Eisenhower and George H. W. Bush were sometimes more effective and more ethical. I would not have come to this unconventional conclusion before I undertook this study.” It is these surprises that make this such a great read. Learn more about your ad choices. Visit megaphone.fm/adchoices

Joseph Nye‘s latest book is Presidential Leadership and the Creation of the American Era (Princeton University Press, 2013). Professor Nye is University Distinguished Professor and former dean of the Kennedy School of Government at Harvard University. He is also a fellow of the American Academy of Arts and Sciences and a member of the American Academy of Diplomacy. Nye’s long career and major contributions to scholarship on international relations and American foreign policy make this new book a welcome new publication. He reaches some surprising conclusions about how to judge the leadership of former US presidents in the international arena. He writes “I conclude below that some presidents matter, but not always the ones who are most dramatic or inspiring” and continues “I found to my surprise that while transformational presidents like Woodrow Wilson and Ronald Reagan changed how Americans see the world, transactional presidents like Dwight Eisenhower and George H. W. Bush were sometimes more effective and more ethical. I would not have come to this unconventional conclusion before I undertook this study.” It is these surprises that make this such a great read. Learn more about your ad choices. Visit megaphone.fm/adchoices

Joseph Nye‘s latest book is Presidential Leadership and the Creation of the American Era (Princeton University Press, 2013). Professor Nye is University Distinguished Professor and former dean of the Kennedy School of Government at Harvard University. He is also a fellow of the American Academy of Arts and Sciences and a member of the American Academy of Diplomacy. Nye’s long career and major contributions to scholarship on international relations and American foreign policy make this new book a welcome new publication. He reaches some surprising conclusions about how to judge the leadership of former US presidents in the international arena. He writes “I conclude below that some presidents matter, but not always the ones who are most dramatic or inspiring” and continues “I found to my surprise that while transformational presidents like Woodrow Wilson and Ronald Reagan changed how Americans see the world, transactional presidents like Dwight Eisenhower and George H. W. Bush were sometimes more effective and more ethical. I would not have come to this unconventional conclusion before I undertook this study.” It is these surprises that make this such a great read. Learn more about your ad choices. Visit megaphone.fm/adchoices

Joseph Nye‘s latest book is Presidential Leadership and the Creation of the American Era (Princeton University Press, 2013). Professor Nye is University Distinguished Professor and former dean of the Kennedy School of Government at Harvard University. He is also a fellow of the American Academy of Arts and Sciences and...