Differences That Matter challenges existing ways of theorising the relationship between feminism and postmodernism which ask 'is or should feminism be modern or postmodern?' Sara Ahmed suggests that postmodernism has been allowed to dictate feminist debates and calls instead for feminist theorists to speak (back) to postmodernism, rather than simply speak on (their relationship to) it. Such a 'speaking back' involves a refusal to position postmodernism as a generalisable condition of the world and requires closer readings of what postmodernism is actually 'doing' in a variety of disciplinary contexts. Sara Ahmed hence examines constructions of postmodernism in relation to rights, ethics, subjectivity, authorship, meta-fiction and film.
Allens proven ability and flare for presenting complex and oftentimes sensitive topics in nonthreatening ways carry over in the latest edition of Difference Matters. Her down-to-earth analysis of six social identity categories reveals how communication establishes and enacts identity and power dynamics. She provides historical overviews to show how perceptions of gender, race, social class, sexuality, ability, and age have varied throughout time and place. Allen clearly explains pertinent theoretical perspectives and illustrates those and other discussions with real-life experiences (many of which are her own). She also offers practical guidance for how to communicate difference more humanely. While many examples are from organizational contexts, readers from a wide range of backgrounds can relate to them and appreciate their relevance. This eye-opening, vibrant text, suitable for use in a variety of disciplines, motivates readers to think about valuing difference as a positive, enriching feature of society. Interactive elements such as Spotlights on Media, I.D. Checks, Tool Kits, and Reflection Matters questions awaken interest, awareness, and creative insights for change.
This book shines a spotlight on the causes and consequences of working poverty, revealing how the lives of low-wage workers are affected by differences in health care, labor, and social welfare policy in the United States and Canada. Dan Zuberi's conclusions are based on survey data, eighteen months of participant observation fieldwork, and in-depth interviews with seventy-seven hotel employees working in parallel jobs on both sides of the border. Two hotel chains, each with one union and one non-union hotel in Seattle and Vancouver, provide a vivid crossnational comparison because they are similar in so many regards, the one major exception being government policy.Zuberi demonstrates how labor, health, social welfare, and public investment policy affect these hotel workers and their families. His book challenges the myth that globalization necessarily means hospitality jobs must be insecure and pay poverty wages and makes clear the critical role played by government policy in the reduction of poverty and creation of economic equality. Zuberi shows exactly where and how the social policies that distinguish the Canadian welfare state from the U.S. version make a difference in protecting Canadian workers from the hardships that burden low-wage workers in the United States. Differences That Matter, which is filled with first-person accounts, ends with policy recommendations and a call for grassroots community organizing.
A noted pediatrician and child psychologist looks at the controversial question of biologically based gender differences, arguing that these variations are a biological reality and that they play a key role in the development of personality traits and intellectual and social skills. Reprint. 25,000 first printing.
This volume, the first in a new series by the National Bureau of Economic Research that compares labor markets in different countries, examines social and labor market policies in Canada and the United States during the 1980s. It shows that subtle differences in unemployment compensation, unionization, immigration policies, and income maintenance programs have significantly affected economic outcomes in the two countries. For example: -Canada's social safety net, more generous than the American one, produced markedly lower poverty rates in the 1980s. -Canada saw a smaller increase in earnings inequality than the United States did, in part because of the strength of Canadian unions, which have twice the participation that U.S. unions do. -Canada's unemployment figures were much higher than those in the United States, not because the Canadian economy failed to create jobs but because a higher percentage of nonworking time was reported as unemployment. These disparities have become noteworthy as policy makers cite the experiences of the other country to support or oppose particular initiatives.
Stand up for what you believe in, no matter where you are! Noah and Justin are two similar brothers, but with one visible difference. One weekend at a cousin's birthday party and one comment at the lunch table prompts Justin to implement a change in his life. He jumps into action so that he can knock down and change the social and cultural barriers that he sees happening in his middle school. What better way to generate change than to bring awareness to the problem? Filled with advocacy, activism, and organizing, Differences Matter, Diversity Matters: A Story About My Brother and Me brings awareness to the lack of social and cultural awareness in Justin's middle school. Do you think 11-year-old Justin has what it takes to generate change?
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
The first and only guide to diagnosing and dealing with the hidden or covert factors that can ruin even the most meticulously planned change processes. Organizational change initiatives often fail because they focus exclusively on the rational, overt aspects of change, overlooking the powerful role played by concealed or irrational factors. It’s well known that these covert processes—such as hidden agendas, blind spots, office politics, tacit assumptions, secret hopes, wishes and fears—frequently sabotage change efforts, but up until now nobody has offered a rigorous, consistent way of identifying and dealing with them. Drawing on over thirty years of experience as an organizational change consultant to global corporations and government agencies, Robert J. Marshak shows precisely how to bring these hidden processes to light and deal with their negative impact. Marshak identifies five different dimensions of covert processes, presents an integrated model to explain the ultimate source of all of them, and shows how to diagnose whether any covert processes might be at work in your organization. He then offers specific tools and techniques for engaging and managing these “under-the-table” processes and for creating the kind of organizational environment in which such hidden dynamics are unable to flourish. Covert Processes at Work is a comprehensive and practical guide that managers, leaders, and consultants can use to deal with the hidden dynamics that are often at the root of many organizational problems. “Adding these tools…will take both your practice and your clients to a whole new level of capability and impact.” —Karen Boylston, PhD, Managing Director, Duke Corporate Education
Differences That Make A Difference written by Pedro David Espinoza and Jorge Luis Titinger highlights the importance of inclusion, belonging, and diversity for companies to innovate. Thank you!
Ahmed argues that a commitment to diversity is frequently substituted for a commitment to actual change. She traces the work that diversity does, examining how the term is used and the way it serves to make questions about racism seem impertinent. Her study is based in universities and her research is primarily in the UK and Australia, but the argument is equally valid in North America and beyond.
