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Through an analysis of Trump’s first three years in office, the authors find that President Trump governed using a communication strategy that a) denied facts, relied heavily on bullshit, lies, and fabricated counter-narratives; b) attacked news outlets and the opposition to foster identity-based polarization in order to sideline critics and stir up factions for specific political ends; and c) dismissed legitimate criticism of policies and the conduct of the administration and the president himself as “fake news.” Kaussler, Kristiansen, and Delbert argue that the repeated use of this strategy, along with a mixture of public complacency and concerted efforts on the part of his own party, has allowed Trump to work toward normalizing these lies and cover-ups throughout his tenure, only further exacerbating the highly polarized and partisan political environment in the United States. 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A plethora of companies have now arisen--everything from mighty social enterprises like Warby Parker and TOMS to tiny outfits like Clean Slate and Bright Endeavors--whose business-focused approach to social problems is not merely additive but integral to their missions. These companies respond not only to a felt proliferation of humanitarian and environmental predicaments, but also to enormous shifts in in public feelings and technological sensibilities. These predicaments and make social entrepreneurships urgently needed and remarkably complicated. But if social entrepreneurs deal with that complexity with a business-as-usual approach to making the world better--imitating, for example, corporate social responsibility initiatives by transnational companies--they will lose their vital distinctiveness and efficacy. Drawing on a transdisciplinary perspective, close rhetorical analysis, and qualitative interviews with social entrepreneurs, this book argues that one good way to keep social business disruptive is to rethink how organizations model their communication. Instead of assuming a conventional theory of communication, neatly organized around the relations of senders and receivers, social entrepreneurship should enact a performative model of communication in which messaging and action are affectively woven. 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