Why South Korea Is Prosecuting Its Citizens Who Joined the Fight in Ukraine | Ukraine’s sluggish counter-offensive is souring the public mood | How to (Actually) Change Someone’s Mind

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Why South Korea Is Prosecuting Its Citizens Who Joined the Fight in Ukraine - Time

When volunteer fighters from around the world flocked to Ukraine in the weeks after the Russian invasion in February last year, YouTuber and former South Korean Navy SEAL Rhee Keun—who also goes by Ken Rhee—was one of them. But upon returning to Seoul three months later with injuries sustained from the war, Keun wasn’t given a hero’s welcome. Rather, he was prosecuted for breaking South Korea’s travel ban to Ukraine.

On Thursday, the Seoul Central District Court gave the 39-year-old a suspended prison sentence—a reflection of the delicate balancing act South Korea has had to maintain throughout the conflict between Russia and Ukraine.

(Rhee was also sentenced for charges of a hit-and-run in July last year that resulted in the injury of a motorcyclist, for which he has been ordered to attend 40 hours of safe driving classes and 80 hours of social service.)

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NUS - SOC Cybersecurity Programme

Ukraine’s sluggish counter-offensive is souring the public mood - The Economist

THE DISAPPOINTING pace of Ukraine’s counter-offensive has been the focus of international headlines for weeks. For Anastasia Zamula the consequences have been more tangible. Ms Zamula is a co-founder of Cvit (Blossom), an all-women volunteer organisation that supports Ukrainian units on the front line. Her crowdfunding appeals have struggled as hopes of a quick breakthrough have dwindled. Now she says her attention is devoted to counselling exhausted troops whenever she sees them. “The idea of a counter-offensive is bliss when you talk about it from an armchair,” she says. “It’s much harder when you understand that it means darkness, death and despair.”

The public mood is sombre. Criticism of Volodymyr Zelensky, the president, has increased, and the reasons for the dissatisfaction are clear. Having once promised a march to Crimea, occupied and annexed by Russia since 2014, the political leadership in Kyiv now emphasises more realistic expectations. “We have no right to criticise the military sitting here in Kyiv,” says Serhiy Leshchenko, a spokesman in the presidential office. He likened frustration with the speed of the counter-offensive to impatient customers waiting for their iced lattes in the capital’s many hipster cafes. “This isn’t a horse you can whip to go faster. Every metre forward has its price in blood.”

Ukraine’s leadership is particularly frustrated that Western equipment has not yet arrived in its promised numbers. It is “upsetting…and demotivating,” Mr Leshchenko says. Equivocation among allies about the supply of newer weapons, and the prospect of America re-electing Donald Trump next year, have added to Ukrainian anxieties. A source in the general staff says that Ukraine has received just 60 Leopard tanks, despite the promise of hundreds. Demining vehicles are particularly scarce. “We simply don’t have the resources to do the frontal attacks that the West is imploring us to do,” says the source.

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NUS - SOC Cybersecurity Programme

How to (Actually) Change Someone’s Mind - Harvard Business Review

Much of leadership boils down to turning adversaries into allies. In this piece, the authors discuss three persuasion strategies leaders can employ when faced with a disagreement in the workplace: the Cognitive Conversation, which is best for convincing colleagues focused on the rational reasons behind a decision, the Champion Conversation, which is best for convincing colleagues with whom you have a strained relationship, and the Credible Colleague Approach, which is best for convincing someone who has preconceived notions that you’re unlikely to be able to change on your own. Armed with these three methods, leaders can modulate their arguments —in terms of both content and presentation — to maximize their chances of reaching an agreement and preserving a positive working relationship.

If you’re a leader, it’s likely that not everyone who works with you will agree with the decisions you make — and that’s okay. Leadership involves making unpopular decisions while navigating complex relationships with colleagues, partners, and clients. But often, you will need to get buy-in from these constituents, and therefore you will need to convince them to change their mind.

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