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Drawing on my own experiences at the University of California, Santa Barbara as a college professor of radical social change for 31 years who has been focused on the climate crisis for the past 10, I explore the crisis of higher education with respect to this most pressing existential challenge of the twenty-first century and propose various approaches, actions, activities, and projects for both classroom teachers and networks of educators.

These include the UC-CSU NXTerra Knowledge Action Network, the UCSB-developed nearly carbon neutral conference, and engaging students in designing and implementing systemic alternatives outside the classroom in their own communities such as Eco Vista in the 23,000-person community of Isla Vista just adjacent to UC Santa Barbara, among others.

The essay will end with a vision of a new type of university, exemplified in the world-spanning Ecoversities Alliance, and dreamed of in Transition U and Eco Vista U, two prototypes that I have been involved in co-creating with students, staff, faculty and community members in Santa Barbara, California, and in the Transition US movement.

The emerging synthesis between nonviolent action and contentious politics studies has yielded important insights. Yet it also reproduces the dichotomy between politics and culture that continues to haunt both fields. Extending recent work by Jean-Pierre Reed and John Foran, our contribution introduces the political cultures of nonviolent opposition concept to forge a new synthesis, one that recognizes the politics of nonviolent culture and the culture of nonviolent politics. We apply our theoretical framework to two empirical cases, the Indian independence movement and the Landless Workers Movement in Brazil (known as Movimento Sem Terra or MST), and conclude with ideas for further research on political cultures of nonviolent opposition.

In this paper, I suggest that prediction is a useful methodological strategy for evaluating political opportunities/political process models of social movements. I demonstrate the utility of this theory by analyzing the current political opportunities facing anti-war/interventionist/hegemony/imperialist movements in the contemporary United States. I conclude that the prospects for a mass movement are slim relative to previous wars but that the prospect for alliances with military elites has increased. This conclusion supports Ian Roxborough's position in a recent volume of this journal that sociologists should engage military policy makers.

Process is an ambivalent term. Its use in organizational research and theorizing is widespread. Yet, there are important subtle differences in how the term is understood and employed in the study of organizing/organization. In this chapter, we show that thinking in terms of ceaseless change, emergence and the immanent becoming of things, entities and events are central to a proper appreciation of what it means to truly understand process in genuinely processual terms. From this process philosophical perspective, social entities such as individuals and organizations are construed as temporarily stabilized event clusters abstracted from a sea of constant flux and change. Such an approach to the understanding of organizational phenomena draws its inspiration from a tradition of thinkers from Heraclitus to twentieth-century process philosophers such as William James, Henri Bergson and Alfred North Whitehead and beyond all of who, in one way or another, viewed reality in terms of ceaseless process, flux and transformation rather than as a stable world of unchanging entities. In what follows, we outline the key principles and axioms of process philosophy. We show that from a process philosophical outlook, primacy is accorded to becoming over being, difference over self-identity, and time and temporality over simple spatial location. We then examine the implications of process thinking for understanding organization as an ongoing ‘world-making’ phenomenon and show that the current interest in organizational sensemaking, organizational identity and entrepreneurial logic provides good illustrations of how and when process and emergence are taken seriously, our understanding of organizational situations can be vastly enriched.