This chapter examines the ten mega-threats, how they link and why they must be solved together; why the solutions must occur at both global and personal levels; and the importance of the individual in saving humankind.

This chapter reviews the history of the IPCC’s efforts to achieve and maintain policy relevance while remaining policy-neutral and staying far away from ‘policy prescriptiveness’. The chapter argues that the boundaries between policy relevance, neutrality and prescriptiveness are a practical achievement – they must be constantly negotiated as the science and politics of climate change evolve. The chapter uses historical case studies to illustrate this point, such as the controversy over the so-called ‘burning embers’ diagram. It ends by discussing recent debates about the IPCC’s new role in the post-Paris Agreement policy landscape. While IPCC actors call for greater policy relevance, observers and critics contend that the IPCC will always and inevitably be policy-prescriptive, even if on a tacit and unintentional level. Achieving even greater policy relevance may therefore mean jettisoning or modifying the aspiration to be policy-neutral.

Chapter 3 contains the complete and elaborated solutions to all 300 problems stated and described in Chapters 1 and 2, respectively. The idea to present the solutions in a separate chapter is to help the reader to avoid the temptation of peeking at the solutions too soon.

Romantic nature writing emerges at roughly the same time as the industrial innovations that will eventually lead to global carbon capitalism and therefore is for some scholars coeval with the birth of the Anthropocene. This chapter takes a genealogical approach to the Anthropocene by suggesting that there are significant continuities between Romantic literature and contemporary discourses on environmental catastrophe. Focusing on two case studies – William Cowper’s The Task and Mary Shelley’s Frankenstein, both of which responded to climate change caused by volcanic eruptions – this chapter shows how Romantic writers address what it means to be alive at a catastrophic turning point in planetary history. They are concerned with the power of the human imagination to shape its environments, yet also with our vulnerability to elemental forces that we may affect but that we cannot control.

We have presented many facts, exhortations, editorials, and regulatory efforts about medication safety. We begin this conclusion and call to arms by recalling all of the very real patients who have died or suffered from medicaiton harm, and whose families grieve their loss everyday. At times the enormity of the data, theories and regulations obscure that patients every day suffer and die due to medication failures. As we move forward with efforts to change the face of medication safety, we must remember always why these efforts are important. It should be very clear to any reader that we (neither “we” the authors or “we” in the more general sense), do not know all the answers to the challenge of improving medication safety in anesthesia and perioperative medicine. However, it should also be clear now to do nothing is unacceptable. Furthermore, it should also be clear that the situation is far from hopeless – there is a great deal that can be done. Thus, the imperative is to act, not just as individual practitioners but collectively, within and beyond institutional boundary's, in a coordinated, committed and sustained manner.

The Innovation Pyramid is an inverted triangular pyramid. The methodology for creating impactful solutions to real problems separates the innovation's design from its execution. It further bifurcates design into identifying the real problem before crafting a solution to it. Execution is similarly bifurcated into execution planning and implementation. The four stacked levels of The Innovation Pyramid, from top to bottom, represent Problem Identification, Solution Formulation, Planning and Implementation; two design stages followed by two execution stages. The Pyramid has three faces. These three pyramid sections address three different aspects of designing and executing impactful solutions:

What: What is the desired outcome at that level?

How: How will this be accomplished or enabled?

Who: Who will lead the activities and/or is impacted by the outcome of this level?

This structure streamlines innovation creation as well as providing a structural means for diagnosing the cause of the variance between the actual and forecasted impact of the innovation. This diagnostic aspect is especially important when we may be traversing The Innovation Pyramid structure multiple times, once for say, prototype development, and a second time for the final product launch.

Chapter 2 explains T–cphase diagrams, which are maps of equilibrium alloy phases in a space spanned by temperature T and chemical composition c. The emphasis is on deriving T–c phase diagrams by minimizing the total free energy of an alloy with two or three phases. The lever rule and common tangent constructions are developed. Some basic ideas about chemical interactions and entropy are used to justify of the free energies of alloy phases at different temperatures. For binary alloys, the shapes of free energy versus composition curves and their dependence on temperature are used to deduce eutectic, peritectic, and continuous solid solubility phase diagrams. Some features of ternary alloy phase diagrams are discussed. If atoms are confined to sites on an Ising lattice, free energy functions can be calculated with a minimum set of assumptions about the energies of different atomic configurations. These generalizations of chemical interactions are useful for identifying phenomena common to unmixing and ordering transitions, but warnings about their limitations are presented.

Most writers on negotiation (e.g. Cohen 2003; Fisher & Ertel 1995; Lax & Sebenius 2006; Thompson 2005) and most practitioners will acknowledge that good preparation leads to improved negotiation. However, there is little research specifically into how negotiators actually prepare. In one major commercial negotiation (the Tanker Refit case, examined more closely in Chapter 4), one of the parties invested a lot of time in collecting information to try to fully understand the situation they were negotiating about. In another major negotiation (the Telco JV case – see Chapter 12) the negotiators found themselves spending about two hours in preparation for each hour of meeting with the other party. On the other hand a team negotiating a major infrastructure contract spent very little preparation time together prior to their meeting with the potential customer (Lindholst 2015). What the negotiation literature does offer are preparation checklists that give some structure to a negotiator’s preparation (for examples, see Fisher & Ertel 1995; Fleming & Hawes 2017; Lewicki, Barry & Saunders 2015; Thompson 2005). These checklists vary in their advice, but they commonly include the need to set goals for the negotiation, as goals are believed to be an inherent aspect of planning (Futrell 2011; Wilson & Putnam 1990) and central to negotiation success.

In this chapter Maxwell’s equations are described and common ways to solve them analytically are discussed. The equations imply certain properties of matter with which it interacts and full solutions that describes this behavior analytically are provided from first principles. The chapter shows specifically that one can derive very fundamental properties with simple calculations. Furthermore, the concept of inductance and capacitance are highlighted by reference to their duality. Various high-speed phenomena are studied in some detail with particular attention to the current distributions induced by the magnetic field.