The Federal Highway Administration (FHWA), in striving to meet the Nation's need for the safe, efficient, and environmentally sound transport of people and goods, is continuing to work toward the creation and nurturing of leveraging partnerships. Closer collaboration between Federal, State, and local entities improves communication and cohesion between the organizations. The formation of the partnerships also creates powerful potential for the broad public-private interest alliances to establish agendas that further benefit the highway community. However, the ultimate benefit of the FHWA's partnering ventures is advancement toward better, safer roads at the lowest cost possible. This booklet contains descriptions of partnerships that exemplify these benefits.
Where do women fit into the automotive industry? In every possible space-including those they have yet to invent! As Katelyn Shelby Davis and Kristin Shaw demonstrate in Women Driven Mobility, women are in leadership roles in all aspects of the industry. Davis and Shaw seek bring awareness and reroute this through a series of case studies that feature women working in 11 vital pillars of the mobility industry: This book presents over 40 case studies of women leading the way mobility and automotive innovation. Through interviews with leaders across the entire spectrum of industry, readers see the impact of diverse perspectives on actual projects all over the world. From creating accessible AV transportation with May Mobility to developing safe pedestrian and bike routes through Tribal Land, Karuk Tribe to championing diversity, equity and inclusion across the industries, readers are walked through each stage of the project from analysis to conclusion. Foreword by Governor Gretchen Whitmer, State of Michigan: This is not about solving problems we anticipate tomorrow. Applied autonomy can solve real accessibility challenges facing society today.
In the United States, some populations suffer from far greater disparities in health than others. Those disparities are caused not only by fundamental differences in health status across segments of the population, but also because of inequities in factors that impact health status, so-called determinants of health. Only part of an individual's health status depends on his or her behavior and choice; community-wide problems like poverty, unemployment, poor education, inadequate housing, poor public transportation, interpersonal violence, and decaying neighborhoods also contribute to health inequities, as well as the historic and ongoing interplay of structures, policies, and norms that shape lives. When these factors are not optimal in a community, it does not mean they are intractable: such inequities can be mitigated by social policies that can shape health in powerful ways. Communities in Action: Pathways to Health Equity seeks to delineate the causes of and the solutions to health inequities in the United States. This report focuses on what communities can do to promote health equity, what actions are needed by the many and varied stakeholders that are part of communities or support them, as well as the root causes and structural barriers that need to be overcome.
Since its creation in 1963, United States Southern Command has been led by 30 senior officers representing all four of the armed forces. None has undertaken his leadership responsibilities with the cultural sensitivity and creativity demonstrated by Admiral Jim Stavridis during his tenure in command. Breaking with tradition, Admiral Stavridis discarded the customary military model as he organized the Southern Command Headquarters. In its place he created an organization designed not to subdue adversaries, but instead to build durable and enduring partnerships with friends. His observation that it is the business of Southern Command to launch "ideas not missiles" into the command's area of responsibility gained strategic resonance throughout the Caribbean and Central and South America, and at the highest levels in Washington, DC.
Plug-in electric vehicles are coming. Major automakers plan to commercialize their first models soon, while Israel and Denmark have ambitious plans to electrify large portions of their vehicle fleets. No technology has greater potential to end the United States' crippling dependence on oil, which leaves the nation vulnerable to price shocks, supply disruptions, environmental degradation, and national security threats including terrorism. What does the future hold for this critical technology, and what should the U.S. government do to promote it? Hybrid vehicles now number more than one million on America's roads, and they are in high demand from consumers. The next major technological step is the plug-in electric vehicle. It combines an internal combustion engine and electric motor, just as hybrids do. But unlike their precursors, PEVs can be recharged from standard electric outlets, meaning the vehicles would no longer be dependent on oil. Widespread growth in the use of PEVs would dramatically reduce oil dependence, cut driving costs and reduce pollution from vehicles. National security would be enhanced, as reduced oil dependence decreases the leverage and resources of petroleum exporters. Brookings fellow David Sandalow heads up an authoritative team of experts including former government officials, private-sector analysts, academic experts, and nongovernmental advocates. Together they explain the current landscape for PEVs: the technology, the economics, and the implications for national security and the environment. They examine how the national interest could be served by federal promotion and investment in PEVs. For example, can tax or procurement policy advance the cause of PEVs? Should the public sector contribute to greater research and development? Should the government insist on PEVs to replenish its huge fleet of official vehicles? Plug-in electric vehicles are coming. But how soon, in what numbers, and to what effect? Feder
"The public-private partnerships of the future will need to embody a triple-bottom-line approach that focuses on the new P3: people-planet-profit. This book is for anyone who wants to improve the way that we live in cities, without waiting for the glacial pace of change in government or corporate settings. If you are willing to go against the tide and follow some basic lessons in goal setting, experimentation, change management, financial innovation, and communication, real change in cities is possible."--Publisher's description.
"A Vision for Safety replaces the Federal Automated Vehicle Policy released in 2016. This updated policy framework offers a path forward for the safe deployment of automated vehicles by: encouraging new entrants and ideas that deliver safer vehicles; making Department regulatory processes more nimble to help match the pace of private sector innovation; and supporting industry innovation and encouraging open communication with the public and with stakeholders."--Introductory message.
In his classic book, The Five Dysfunctions of a Team, Patrick Lencioni laid out a groundbreaking approach for tackling the perilous group behaviors that destroy teamwork. Here he turns his focus to the individual, revealing the three indispensable virtues of an ideal team player. In The Ideal Team Player, Lencioni tells the story of Jeff Shanley, a leader desperate to save his uncle’s company by restoring its cultural commitment to teamwork. Jeff must crack the code on the virtues that real team players possess, and then build a culture of hiring and development around those virtues. Beyond the fable, Lencioni presents a practical framework and actionable tools for identifying, hiring, and developing ideal team players. Whether you’re a leader trying to create a culture around teamwork, a staffing professional looking to hire real team players, or a team player wanting to improve yourself, this book will prove to be as useful as it is compelling.
From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together
A Washington Post Bestseller Not all collaboration is smart. Make sure you do it right. Professional service firms face a serious challenge. Their clients increasingly need them to solve complex problems—everything from regulatory compliance to cybersecurity, the kinds of problems that only teams of multidisciplinary experts can tackle. Yet most firms have carved up their highly specialized, professional experts into narrowly defined practice areas, and collaborating across these silos is often messy, risky, and expensive. Unless you know why you’re collaborating and how to do it effectively, it may not be smart at all. That’s especially true for partners who have built their reputations and client rosters independently, not by working with peers. In Smart Collaboration, Heidi K. Gardner shows that firms earn higher margins, inspire greater client loyalty, attract and retain the best talent, and gain a competitive edge when specialists collaborate across functional boundaries. Gardner, a former McKinsey consultant and Harvard Business School professor now lecturing at Harvard Law School, has spent over a decade conducting in-depth studies of numerous global professional service firms. Her research with clients and the empirical results of her studies demonstrate clearly and convincingly that collaboration pays, for both professionals and their firms. But Gardner also offers powerful prescriptions for how leaders can foster collaboration, move to higher-margin work, increase client satisfaction, improve lateral hiring, decrease enterprise risk, engage workers to contribute their utmost, break down silos, and boost their bottom line. With case studies and real-world insights, Smart Collaboration delivers an authoritative case for the value of collaboration to today’s professionals, their firms, and their clients and shows you exactly how to achieve it.
