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Harding’s previous positions include faculty appointments at Swarthmore College (1970-71) and Stanford University (1971-83), Senior Fellow in the Foreign Policy Studies Program at the Brookings Institution (1983-94), Dean of the Elliott School of International Affairs at The George Washington University (1995-2005), and Director of Research and Analysis at Eurasia Group, a political risk consulting and advisory firm headquartered in New York (2005-07).
A specialist on Asia, his major publications include The India-China Relationship: What the United States Needs to Know (co-edited with Francine Frankel, 2004); A Fragile Relationship: The United States and China Since 1972 (1992), Sino-American Relations, 1945-1955: A Joint Reassessment of a Critical Debate (co-edited with Yuan Ming, 1989), China's Second Revolution: Reform After Mao (1987), China’s Foreign Relations in the 1980s (editor, 1984), and Organizing China: The Problem of Bureaucracy, 1949-1976 (1981).
Harding also serves as Vice Chairman of the Asia Foundation, a member of the Board of Governors of the Rajaratnam School of International Studies at Nanyang Technological University (Singapore), and a member of the Scientific Advisory Board of the Finnish Institute of International Affairs (Helsinki).
He received his bachelor’s degree from Princeton University and his MA and PhD from Stanford University.
“The Halting Advance of Pluralism,” Journal of Democracy, vol. 9 no. 1 (January1998), pp. 11-17. Reprinted in Andrew J. Nathan and Marc F. Plattner (eds.), Will China Democratize? (Baltimore: Johns Hopkins University Press, 2013), pp. 44-50. read more »
Harding, Harry. “How the Past Shapes the Present: Five Ways in Which History Affects China’s Contemporary Foreign Relations,” Journal of American-East Asian Relations, 16:1-2 (Spring-Summer 2009), pp. 119-34. read more »
In short, context matters. And while in these brief remarks I can’t possibly provide a comprehensive overview of the contexts you will be facing as leaders or analysts, or what they will mean for your work in either of those roles, I want to offer a few suggestions about how to look at context and how to assess its impact. read more »
The first revolution in 1911, which launched the People’s Republic of China, swept away the “imperial institutions” that had previously controlled Chinese society. Harding said though China made significant advances during the first revolution, progress had deteriorated by the time of Mao Zedong’s death in 1976. The political system under Mao created “much suffering” in Chinese society, as purges and corruption affected the majority of civilians, he said. read more »
“Under the inventive and energetic leadership of Dean Harry Harding, the Batten School has emerged as one of the most dynamic public policy schools in the nation,” said Henry Brady, dean of the Goldman School of Public Policy at the University of California, Berkeley. read more »
Dean Harry Harding will convene two sessions on the past and future of public policy schools: Session I on “1965 and the onset of public policy schools” is from 9-10 AM With panelists James Patterson, Brown University; Henry Brady, University of California, Berkeley; Marion Orr, Brown University Session II on “2013 and the changing policy issue landscape” is from 10:15-11:15 AM. With panelistsMark Weinberg, Ohio University; Ramayya Krishnan, Carnegie Mellon University Both sessions will take place in the Degas Room. read more »
Dean Harry Harding spent some of his summer leading a Batten delegation that built contacts with several Chinese universities read more »
Discussion moderated by Batten's Dean Harry Harding read more »
April 22, 6-7:30pm, UVA Chapel, sponsored by the Virginia East Asia Society read more »
Panel discussed evolving US-Asia relationships and the future of Sino-Japanese relations read more »
Watch video of Dean Harry Harding discussing China's power in the global arena read more »
Ian Bremmer, President, Eurasia Group read more »
“Leadership is the ability to define and articulate a viable strategic vision for an organization, and then mobilize the various resources needed to attain, or at least advance, the objectives contained in that vision.”
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