How It’s Being Done offers much-needed help to educators, providing detailed accounts of the ways in which unexpected schools—those with high-poverty and high-minority student populations—have dramatically boosted student achievement. How It’s Being Done builds on Karin Chenoweth’s widely hailed earlier volume, “It’s Being Done,” providing specific information about how such schools have exceeded expectations and met with unprecedented levels of success.
In It's Being Done, Chenoweth shows how teachers can meet higher academic objectives for each student, including those that are hard-to-reach. The book promotes child-specific programs, setting expectations, and thoughtful instruction.
After a recent CUFA conference, many social studies teacher educators came to realize that pre-service teachers are skeptical of calls to integrate sensitive topics in the curriculum because they do not see it in their field experiences. The purpose of this edited book is to share examples of Pre/K - 12 grade teachers, schools, or school systems that infuse race, class, gender and sexuality in the curriculum. This book offers concrete examples of social studies teachers, schools and schools systems committed to the inclusion of topics often deemed as sensitive or controversial. Care was taken to provide examples from diverse geographic areas, school types (public, charter, private etc.), and grade levels. Researchers teamed with practicing professionals to highlight teachers and schools that successfully integrate race, class, gender and/or sexuality in the curriculum. The chapters provide specific examples of content inclusion, share high leverage practices, and provide advice for others infusing race, class, gender, and sexuality in the curriculum.
2007 Notable Education Book, American School Board Journal This straightforward and inspiring book takes readers into schools where educators believe—and prove—that all children, even those considered “hard-to-teach,” can learn to high standards. Their teachers and principals refuse to write them off and instead show how thoughtful instruction, high expectations, stubborn commitment, and careful consideration of each child’s needs can result in remarkable improvements in student achievement.
A young girl is murdered in a cemetery. And Wexford's doctor has prescribed no alcohol, no rich food and, above all, no police work. When a young girl's body is found in a London cemetery and the local police, under the command of Wexford's nephew, are baffled, Wexford decides to brave his doctor's wrath and the condescension of the London police by doing a little investigating of his own. A compelling story of mysterious identity and untimely death, Murder Being Once Done is Rendell at her most sublime. With her Inspector Wexford novels, Ruth Rendell, winner of the Mystery Writers of America Grand Master Award, has added layers of depth, realism and unease to the classic English mystery. For the canny, tireless, and unflappable policeman is an unblinking observer of human nature, whose study has taught him that under certain circumstances the most unlikely people are capable of the most appalling crimes.
What's the secret to being indispensable—a true go-to person—in today's workplace? With new technology, constant change and uncertainty, and far-flung virtual teams, getting things done at work is tougher and more complex than ever. We’re in the midst of a collaboration revolution, working with everyone, all the time, across silos and platforms. But sometimes it feels like we're stuck in a no-win cycle—dealing with an overwhelming influx of asks, with unclear lines of communication and authority. Overcommitment syndrome looms larger than ever before. But even amid the seeming chaos, there's always that indispensable go-to person who thrives on their many working relationships with people all over the organization chart. How do they do it? Go-to people consistently make themselves valuable to others, maintain a positive attitude of service, are creative and tenacious, and take personal responsibility for getting the right things done. In this game-changing yet practical book, talent guru and bestselling author Bruce Tulgan reveals the secrets of the go-to person in our new world of work. Based on an intensive study of people at all levels, in all kinds of organizations, Tulgan shows how go-to people think and behave differently, building up their influence with others—not by trying to do everything for everybody but by doing the right things at the right times for the right reasons, regardless of whether they have the formal authority. This book will teach you to: Understand the peculiar mathematics of real influence Lead from wherever you are—up, down, sideways, and diagonal Know when to say "no" or "not yet," and how to say "yes" Keep getting better and better at working together And much more. The Art of Being Indispensable at Work is the new How to Win Friends and Influence People for an era in which the guardrails of traditional management have been pulled away.
The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve. “Might be the most thoughtful management book ever.”—Fast Company For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable. As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the twenty-five movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as: • Give a good idea to a mediocre team and they will screw it up. But give a mediocre idea to a great team and they will either fix it or come up with something better. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. Creativity, Inc. has been significantly expanded to illuminate the continuing development of the unique culture at Pixar. It features a new introduction, two entirely new chapters, four new chapter postscripts, and changes and updates throughout. Pursuing excellence isn’t a one-off assignment but an ongoing, day-in, day-out, full-time job. And Creativity, Inc. explores how it is done.
