Organizations Books

Immensely "Readable" guidelines for writing all types of fundraising materials. Barbato has written a timeless, easy to follow handbook that holds a special place on my reference bookshelf.

I took this book, along with many others on fundraising, out of my local library. Though I'm new to raising funds, I've made much of my living writing articles and books; I wasn't sure it would have much to teach me.

This book was so startlingly useful that I had to buy it. It will likely become your most dog-eared fundraising guide.

When I am on deadline and desperately in need of help, "Writing for a Good Cause" is where I turn first for guidance, solace, or inspiration (seeing as how our office manager objects to open containers of alcohol at one's desk). Not only is this book full of incredibly practical writing tips in handy list form, it is also very funny and a page turner.

The heart of the book is a clear guide to how to write a great proposal, but other valuable topics are covered, including newsletters, case statements, interviews, and the like.

In one section, the authors mix genuine examples of great fundraising writing with an imaginary proposal to fund the construction of the Brooklyn Bridge. They not only convince you to help build the Brooklyn Bridge, you're ready to buy it.

The bridge is not for sale, but this book is. It is well worth its price of two fast food lunches. Buy it, read it, and be happy.

Not surprisingly, this book provides advice that -- if applied literally -- will assist you in writing excellent proposals to fund your non-profit organization's ventures.

Surprisingly, the advice contained herein -- if made more generic in your mind -- is excellent advice for entire areas of your life. Sounds hokey, true. But honestly, boiled down the advice can be listed as:

1. Identify what the problem is. Do your research until you really understand the causes of the problems and their many effects.

2. Identify how you will know when you have made the problem better. How will you know when the problem has been alleviated? What intermediate steps need to be taken? How will you measure your progress along the way?

3.Identify what tools are available, and which are still needed, to move towards a resolution, or diminution, of the problem. Be specific here. Vague generalities are useless, but the brass tacks of a solution are absolutely priceless. Who has access to these tools? Who can make difficult things easy?

4. If you are asking for someone to help you with this problem, present the whole equation to them in a light that makes the most sense to *them*. This doesn't mean to lie, or exaggerate. It only means to focus your proposal in a way that makes them see it most personally.

5. Proofread what you have written, to be sure it says what you want it to say. Then proofread it again. And again. Get it right, because it is a hard and fast representative of you. This should be true in everything concrete you put out in the world with your name on it.

Now, all of this can be applied to writing a grant proposal. And much of it can be applied to the other things in life. Filling a job position, finding a home, working out a deteriorating relationship, educating yourself or your children ... you name it.

It's so rare that a book directed at an audience of specialists resonates with so much broadly applicable truth ... and it was such a delight to find it. I plowed through this book last night, reading every word, applying its advice mentally to all sorts of issues in my own life. I am pleased to report that it opened my eyes to solutions that had eluded me until now.

Wonderfully written, amusingly told, full of great advice to writers of all persuasive materials, this book is a gem.

Excellent book with very practical tips on writing to get funded. There are many grantwriting books and resources available, but this is one of the better that I've found for writing persuasively for major gifts. Great practical advice on formulating winning proposals, concept papers and other grant writing tools. Definitely recommend to grantseekers of all levels.

Fun romp featuring repo men (and women) of DKA as heroes versus gypsy clans. The king of American gypsies has died, and the clans from around the US are vying to have their leader be selected as the new king. To this end, they are stealing Cadillacs left and right in order to show up in the proper style at the big gathering where the new king will be selected. Lots of fun to be had as Gores skillfully describes scam after scam after scam, both by the gypsies and the repo men. Both groups are sympathetically portrayed for the most part, and the background detail about modern gypsy life is interesting in its own right.

This book is full of heroes on all sides as DKA agents and gypsies strive to outwit each other throughout a very funny story. 32 CADILLACS is the best entry in the entertaining DKA series.

This book explores the world of gypsies, scamps and thieves and the offbeat group of Private Investigators who pursue them.

Always planning the next con, theft or bunko, a band of gypsies in San Francisco pull off a perfect crime. Using four branches of the same bank, slick tactics and phone banks, a group of gypsies manages to steal 32 cadillacs, all in the same day.
Facing a million dollar loss, the bank hires DKA, a local PI firm, to recover the stolen cars. Tipped off that a gang of gypsies was responsible, the DKA operatives, or repomen, start a chase that follows the cars across the US. Using very unconventional methods this quirky band of PIs, who are rejects and misfits, must use their wiles to "outcon the cons."

What makes this story really outstanding is the background tale of the gypsy life, description of how the cons are done and the plotting of the PIs to get the cars back. There is lots of action too including breakneck chases and escapes, including one where a DKA agent must leap into a car while his rear is filled with buckshot.

My favorite character is Ken Warren, a repoman with such a severe speech impediment that he barely communicates. But with extraordinary skills in hunting down and absconding with cars that no one else can get, he earns the respect of his fellow DKA agents.

A fun ride which I highly recommend.

... I found it to be a nice treat.

It was an interestinglook at the workings of the repoman and an enlightning look at the gypsy lifestyle.

The members of the DKA agency were wonderfully drawn characters...very Runyon-esque. The gypsy characters could not have been more colorful. The plots and sidebars were neatly tied together.

There is a lot of humor mixed in with the crime, trackdowns, deceptions, double dealings and repo procedural. This would make a great movie. The action never stops and Mr. Gores does a great job of putting the reader inside the mind of the players.

"32 Cadillacs" was very entertaining and my initial Joe Gores book. I feel like I have discovered a new writer and look forward to more fun reads by Joe Gores.

Why Joe Gores isn't a better known author is a complete mystery to me. Ok, Ok, he's won 3 Edgar Awards and all, but still you don't hear his name mentioned too often when asking for recommendations. His DKA Files series are full of action, humour, cons and scams and in short are pure entertainment. Well, no matter, I've discovered him now and I'm here to tell you that the series, and 32 Cadillacs in particular, is one that's not to be missed.

For the first time, the DKA Agency is pitted in a head-to-head battle with San Francisco's Gypsy community following a Gypsy scam that had netted a grand total of 31 Cadillacs. This is a once-in-a-lifetime job, recover the 31 Caddys for a nicely negotiated fat fee. But the Gypsies are crafty specialists of the long con and are exceedingly difficult to track down, so the recovery process will require the DKA team to use every resource available as well as every underhanded trick in the book.

To give you a head start, I'll introduce you to the central DKA characters. They are, Dan Kearny, Giselle Marc, Patrick O'Bannon, Larry Ballard and Bart Heslip. And two new characters are added to the staff, Trin Morales, a sleazy Latino who failed on his own as a PI, and Ken Warren, the genius carhawk with a killer speech impediment. Both bring tremendous dimension and entertainment to the DKA team.

But the real stars of the book are the Gypsies, colourful in character as well as in their various ingenious scams. Although they're such big thieves that they'd make a kleptomaniac look like a saint, you can't help but like them and hope that every now and then they'll catch a break.

Joe Gores is an author who has walked the walk, having been an agent in the real life DKA Agency. His first-hand knowledge and experience is apparent as his agents work through their cases. Rumour has it that the Larry Ballard could very well be modelled on Gores himself.

As a final word, if there are any Donald Westlake fans out there who have read and enjoyed his Dortmunder book Drowned Hopes, I would urge you to read this one too with a brilliant crossover of storylines. This book was an absolute pleasure to read and, I know it's a much-overused catch phrase but I would term it a "must read book".

The Accountable Organization: Reclaiming Integrity, Restoring Trust by John Marchica (CEO of FWI, a medical information services firm and one of America's fastest growing companies) offers insightful analysis and solid advice, enhanced with personal testimony and an informed expertise with respect to the vital connections between corporate integrity, accountability, and trust that is essential to success in today's post-Enron business culture. Offering readers a practical and actionable guidance on how to identify a company's values and purposes, then integrating those values and purposes into a strategic plan to serve as a focused "roadmap" for execution, The Accountable Organization should be considered rquired reading for all supervisory and management level employees of national and international corporations -- an on the mandatory reading list of every MBA candidate in the country!

The author shows how developing a corporate culture of trust and integrity will return profits by building raving fans - not only with his customers, but also with his employees. In this day and age where these factors are sometimes taken for granted, it is refreshing to have an example that we may follow.

This book gives practical examples in which we can model our own organizations. The positive ideas gained from this book are a must for all leaders and individuals in the workplace.

As a consultant, I have had the opportunity to work with John and his company FWI, and I can offer the perspective of someone who has seen him put into action the principles he writes about in this book.

Mr. Marchica lays out how it's important to conduct business with accountability, integrity and trust, but he's just as quick to point out that you still must take risks and be creative. The scandals and the slow economy are turning too many companies into wallflowers afraid to dance.

I'm using this book in my organization and I recommend it to anybody that wants to make a difference in theirs. You can easily apply these ideas to any level within a company. The positive results will spread the idea to all levels.

The Author offers a cerebral, but pragmatic approach to defining and applying concepts like "integrity" and "trust" (too often just rhetoric) in the modern business enterprise. His views on risk and trust completely changed my approach to marketing. Well thought out, insightful, academic, but with very practical applications. A must read not just for executives, but for everyone in your entire enterprise

The Accountable Organization is a timely book by John Marchica. It speaks to the heart of what has given corporate America a black eye. The value however is not just pointing out the problems that we are all seeing resulting from corporate leaders making self serving decisions. Rather, the book provides valuable insights into what any company of any size needs to do to be accountable to all its constituents, customers, shareholders, investors, employees and suppliers. Moreover, the result is not just being a good corporate citizen but the result is a very successful company. Success that works for all constituents. The Accountable Organization is a must read if you want to take your company to a higher level.

Workers these days are like snow shovels in a South Carolina blizzard - not enough to go around. Some of the causes are simple statistics: economy up, unemployment down, working-age population falling, employers' demand outstripping supply. But others are cultural. Large corporations, the traditional source of jobs, are often perceived as uncaring engines of depletion, exhaustion, and downsizing. The young are choosing options, from lifestyle to stock, while workplace veterans opt for the dignity of early retirement over the desolation of forced termination. Employers' alternatives are stark: expand their supply, increase their appeal, or prepare for shortfalls and belt-tightening. Recruitment, retention, recession - remorse.

Were companies to examine their own assumptions on hiring and firing, they would find a pervasive and self-destructive premise: old is bad. But as Beverly Goldberg argues in _Age Works_, employers - indeed, society as a whole - have built this premise on an ill-considered, ill-defined congeries of prejudices and presuppositions. Believe it or not, Americans age 55 and above take fewer sick days, adapt to new technologies successfully, and are more loyal to their employer than are their colleagues thirty years younger. And perhaps more importantly, they may be the only untapped workforce available. As hidebound organizations throw fortunes at untested youth, others more far-seeing (including Travelers, GTE, and Baxter Health Care) actively recruit, train, and depend upon senior workers. In a shrinking labor market, corporations and their HR departments may find a surprising competitive advantage in coaxing older employees away from the brink of an often sterile and impoverished retirement.

Eager to dismiss this challenge to their standard practices, naysayers and doomsayers will demand proof. Fortunately _Age Works_ reads more like a position paper than a business book, and like any good position paper, it's loaded with facts. Age Works is the ideal volume for anyone itching for a statistical analysis of the American workforce 1950-2050, in all its hues and strata. Arguably Goldberg's love of statistics verges on addiction, but in the pharmacy of authorial dependence, statistics are a pretty benign habit. More distracting, although again less than fatal, is the book's policy-wonk style. Goldberg stands foursquare in the school of tell-`em-what-you're-going-to-tell-`em, tell-`em-, tell-`em-what-you-told-`em, and _Age Works_ sometimes reads like an executive summary that cannot bear to end.

Nonetheless, _Age Works_ is a cogent, serious, undeniably well-supported piece. Even those who resist the proposed solutions (admittedly the book's weakest section) will find the diagnosis difficult to dispute. Like it or not, America's workforce will continue to grow smaller and grayer over the next twenty years. And by the time the population bounces back, corporations' hiring practices will have appealed to all ages - or to none.

I read Age Works with great interest since I have been involved with this problem for 25 years and have recently published a web site exclusively for older workers. It is a free non- profit referral service. Go to seniorjobbank.org

For a decade we've heard a steady chorus of despair about the graying of America--that graying means paying, in the words of one leading credit. Beverly Goldberg, in this carefully researched, tightly argued, fluidly written, and ultimately extremely important book, shows us a different path. She demonstrates that older Americans are a potential boon to the economy and to the bottom line of forward thinking companies. She shows that they are a group that brings considerable experience and great stability to those that will make use of their talents. And she supplies a roadmap for how we can get there--as indivuals, as companies, and as a society. A great read and a great contribution to the growing body of literature about navigating what may well be the great demographic transition in our country's history, the aging of America.

Since the idea of totally retiring is not something that appeals to me, I found the suggestions for building different kinds of flexible work arrangements very thought-provoking. The numbers in the first couple of chapters will help build a compelling case for allowing those who want such arrangements to have them. I also found the stories of those who wanted out fascinating-they are an indictment of companies for the ways they handled downsizing and mergers. It clearly is time for all businesses to rethink their dealings with the people who work for them and to reconsider the value of older workers.

If managers think they have problems attracting and retaining human capital in today's economy, they haven't seen anything yet. Get set for the massive wave of retirements over the next ten (10) years. Beverly Goldberg conveys a compelling picture of why managers need to learn the value of recognizing, retraining, and retaining older workers. Age Works is a wakeup call to those caught up in the wastefulness of our "throw away" society. Older workers are a precious resource that can ill afford to be squandered. Ms. Goldberg demonstrates a better path and presents concrete ways for managers to benefit from the graying of America.

This is a great book for all Christians to read. It puts creation back into perspective and establishes all the solid biblical proof for why creation had to exist in both space and time. Unbelievers will scoff but in this book believers will be reminded of who they are and where they came from.

One of Schaeffer's best that I have read.He looks at the start of time for us not God, since God is eternal.It really made me stop and think. Also to look at Genesis in a whole new way

It definitely would have gotten 5 stars had it been a little longer and more detailed. Here is my report on it for a class I had:

Perhaps no chapters in the whole Bible are as important to our faith than the first eleven chapters of Genesis, discussed in this book. These chapters provide the foundation for our faith, and our understanding of reality. In this book, Francis Schaeffer examines some of the concepts which come from these chapters. He also emphasizes the need for the belief in the actual historicity of these chapters. I think it has become common among Christians to try to “spiritualize” these chapters; to say that they are not historical, but are meant to convey general truths. Schaeffer, however, sees the absolute necessity of the belief in the historicity of these chapters.
First, we have the foundation for the belief in creation by a personal God (in contrast to an impersonal one). Many, including pantheists or deists, believe that the world was created (or at least “formed”) by an impersonal being(s). However, this does not adequately explain personalness of mankind. If God is not personal, then there is no basis for man being personal, and since man is indeed personal, we would have to conclude that the belief that an impersonal being created the universe does not provide a proper explanation of reality (Schaeffer 20-21). In Genesis, however, we have the explanation: we are told that a personal God existed in a triune nature, communicated within the trinity, and specifically created the universe, and mankind, in order to communicate with us on a personal level (i.e. God talked personally with Adam and Eve) (21-22).
Adding on to this, since God created us purposefully, not as an accident, and in his image (imago Dei), we have in Genesis the foundation for the belief in the intrinsic value of mankind. Today’s culture, with its belief in the evolution of man (whether they believe that there was a God who started the process or not), has no real basis for claiming that humans are somehow valuable (46). Indeed, many have realized this, and now claim that humans and animals are just as valuable. We can see this is organizations like PETA, who often put the rights of animals before the rights of man. The refutation for this is found not only in the imago Dei of man, but in the dominion mandate, when man is given dominion over all the animals of the earth. This does not mean we should treat lightly our responsibility to care for creation, but it does mean that man’s rights should come before animal’s rights.
Also, within the Genesis account of the creation of mankind we find the creation of woman from man’s rib. This is the foundation for the unity of man and woman, the unity of mankind. Other worldviews have some problems explaining why humans should be united. After all, we do not see animals of the same species united in quite the same way that humans do. Why is it that mankind cares so much about fellow men? We find the answer in Genesis: we were created to be united (45).
Another important foundation in Genesis which Schaeffer pointed out is the foundation for moral absolutes. If God did not create everything, then we do not have a basis for deciding what is right and wrong, and we must then believe that whatever is is right (48). In Genesis, however, we have a basis for denying that what is happening in the world is the way it should be, while other worldviews cannot even claim that there is a way it should be.
We find the explanation as to why things are not the way they should be in the account of the Fall. Since that time, creation is marred and man has lost some of his capacities. If we do not acknowledge this account, we once again have no basis for saying that the world is supposed to be different. If we do not acknowledge the Fall recorded in Genesis, we must conclude that humans are the way they are supposed to be. Perhaps this is why people deny the intrinsic value of man: because they do not acknowledge that he is not supposed to be a corrupted being, they do not know that he does not act according to how he was created to act. They then see a corrupt being often bent on self-service and other evils, and, with no knowledge of the Fall, why should they not conclude that, at the very least, humans are not a whole lot better that animals? In the Genesis account, however, we find that man has fallen, but that he still retains the imago Dei, even though it is much harder to see now.
Also found in the Fall is the explanation as to why the four separations of man exist: man from himself, man from man, man from nature, and man from God. Man is separated from himself, which is seen in psychological problems (98). Man is separated from man, which is seen in wars, strife, alienation, etc. Man is separated from nature: he has lost some of his dominion over it, and nature itself is sometimes used as the vehicle of judgment upon sin (100). . Most importantly, however, man is separated from God, he can no longer communicate with Him on the level that he was created to communicate on.
However, we also find in Genesis the foundation for the belief that God can communicate to us, even though we are not perfect. Schaeffer points out that after Adam and Eve sinned and hid themselves, they communicated with God (60). Sin does not stop communication with God, it merely hinders it. We also find the foundation for the belief that God would redeem his creation. In Genesis 3:15 we hear of the “seed of woman” who will crush the head of Satan. We believe this to be Jesus Christ. Already in Genesis the foundation was being laid for the redemption of creation, and the solution to the separations of man (108).
Finally, we find in Genesis the foundation for the belief that history is going somewhere, and it not merely cyclical (Eastern thought), static (existential thought), or eternal (naturalist thought). It has an absolute beginning in the creation account, and is headed toward a set end (Revelation).
These are just some of a multitude of foundations and explanations in Genesis 1-11 for what is believed in and seen even in today’s world. There are numerous others which I did not have time to cover, such as the basis for the division of human history with Cain and Abel, the (possible) basis for mythology in Genesis 6:1-2, the foundation of languages with the Tower of Babel, etc., so I attempted to cover the ones I thought were most important. These foundation and explanations are vital to the Christian worldview, and this is why Schaeffer is vociferous about believing the actual historicity of these chapters. There are two major reasons why we must accept their historicity. First, if we do not accept these things as historical events, we lose the foundations. They cannot simply be spiritualized, because they then lose their validity as explanation for the real space-time world. Secondly, if we are Christians, we must accept the historicity of these chapters, or else our faith will be undermined. Jesus, as well as Paul and the other NT authors treat these chapters as historical events. If we deny that these are historical events, we must conclude that either Jesus was wrong, or that the gospel writers misquoted him. Either way we lost the foundation for our faith: if Jesus is wrong he cannot be God, and if the gospel writers are wrong about this we cannot know that they are not wrong about other important events which they record. In essence, we either lose the belief in the deity of Jesus or we lose the belief in the reliability of scriptures, which I would contend results in the downfall of Christianity. Neither option is acceptable, so we are left with only one option: to accept that the first eleven chapters of Genesis must be understood as historically reliable by Christians.
Unfortunately, this has not been my experience in church. I went to two different churches in high school, and both presented different views on Genesis 1-11. The first, my home church, refused to take an official position. They claimed (and taught) that we did not know whether it really happened the way Genesis describes, and that it was probably just a story to tell us that God created the universe. The rest of Genesis (as far as I know) was affirmed, but I seriously doubt that the importance of it was realized. The other church I went to strictly followed the account in Genesis, and they were militant literal, seven-day creationists. They also never mentioned the importance of that belief, nor of the rest of the belief in the historicity of the rest of Genesis. While reading, I have frequently come across interpretations which reject the historicity of Genesis 1-11. The most notable example that comes to mind is C. S. Lewis, who rejected at least the historicity of the story of Noah, saying that “Jonah and the Whale, Noah and his Ark, are obviously fabulous; but the Court history of King David is probably as reliable as the Court history of King Louis XIV.” (Clives Staples Lewis. God In the Dock, (Grand Rapids: Eerdmans, 1970), 58.) I think that it is very important that we realize that this is not an acceptable interpretation. We have already looked at why these chapters must he seen as offering real history, and now we need to make sure that this information reaches the people in our church congregations. I have yet to hear a sermon in church dealing with this issue, which is not good, since it is the foundation of our faith. This needs to change, and we need to go back to Genesis in our preaching so we have a foundation for the rest of the story.

Francis A. Schaeffer (1912-84) was an American Evangelical theologian and philosopher whose works were very influential on Evangelical thinking. In this fascinating book, Dr. Schaeffer takes a look at the first eleven chapters of the book of Genesis, which many Christian thinkers seem to find irrelevant to a truly Christian worldview. On the contrary, Dr. Schaeffer shows that the early history of man, as contained in the beginning of Genesis, is crucial to understanding why man is the way he is, and how God works with and through man.

I must say that this is a truly mind-expanding book that goes a long way towards giving the reader a truly Christian view of the man and the world that he inhabits. I mean, how is man "fallen," and what was and is his relationship with God? These are crucial questions to understanding the very foundational concepts of our religion, and the answers are contained in this book.

This is a great book, and a true classic of Christian thought. I do not hesitate to say should be read by all believers.

Christianity contains the answer to the modern man's questions. This book provides the foundation for Christian belief and the understanding of an infinite personal God who is there.

A must read...for all

For any non profit seeking to raise the visibility of its organization, we at the Giving Circles Network recommend that you read this book. It's all about branding and what you're saying to the world. If you are interested in gaining the attention of donors, including of Giving Circles, definitely a must read! Even if you are part of a Giving Circle, it is a great resource.

What impression are you making to your existing and potential donors? Want to do find out? Want to do more? Check out the book.

Far too often the basic "branding" discussion at the executive and board level quickly becomes stuck because few can agree what "branding" is and whether branding even applies to a non-profit or NGO. Some people ("purists") in non-profits have the illogical and counter-productive stance that anything and any term used in the commercial marketplace is not appropriate for a non-profit. Larry Checco does a wonderful job of defining and making "branding" approachable and understandable for staff, executives and directors. He makes it a natural, logical process that everyone will "buy into" and implement.
I've been a director of many non-profits and chief executive of two -- I wish I'd had Larry's book to help when I was updating and focusing their branding (logo, mission statement, appeals, etc.).
I recently wrote a book for which I sought out experts on various aspects of marketing, and interviewed Larry because of his expertise in positioning/branding. He's a 5-star guy in my opinion!
- Bruce Batchelor, author of Book Marketing De-Mystified Book Marketing De-Mystified: Enjoy Discovering the Optimal Way to Sell Your Self-Published Book, Practical advice from the inventor of print-on-demand (POD) publishing

Read Larry's book--loved it! I plan to order 20 copies for executive staff and board members as we head into a major rebranding campaign.
Karen Rayer, Director of Communications, IBS-STL U.S.

right on time, in good shape, and the book itself was very interesting and helpful.

Great book! In this era of huge advertising budgets and mega marketing campaigns this book presents concrete steps that small non-profits can afford to do. Very helpful and can be put into practice immediately. Highly recommend.

The book contains good overview information and good sample cases. The sample for future CRT sections seem to disconnect from the current CRT. This is very strange. Overall is good.

The short and sweet is that I have read many books on TOC and this is at the TOP of the heap. It covers the whole range and makes for one stop shopping.

As someone who read the entire series of Goldratt's books and as someone who has been practicing TOC in project management for a few years, I rate this book '5 stars' only because six is not an option.

Step-by-step and in a didactic manner, Mr. Dettmer takes the reader into the world of TOC. If you read Goldratt's books and left with the test but without the 'know how' then this is the book for you.

Mr. Dettmer explains the basic building blocks and the terminology of the 'Thinking Process Toolkit' and he then, step by step, explains the 'how'.

How to build a Current Reality Tree - The tool for understanding the one core problem (few root causes) preventing your organization from achieving its goal.

How to discover and solve conflicts that cause your company to stagnate.

How to systematically verify that the solution you want to apply will actually lead to the desired effects, without causing other adverse ones.

How to systematically understand what conditions should be fulfilled in order to reach the company's goal, and how to build a 'winning plan' to achieve the goal.

I also read the first book of Mr. Dettmer on the subject (Goldratt's Theory Of Constraints) and I liked this one better.

At last, I think that every executive who wants to do something beneficial to his company should get this book.

Tip: Read Appendix D first and then go back to page one.

Contains an step by step general methodology for analizing problems by identifing the chains of causes and effects. It can be applied to solve business problems and analize personal situations. It is a very practical thinking process that you can use in a diversified variety of situations. Really powerfull. The book is very well written with examples of the use of the different tools of analysis: the current reality tree, the future reality tree, the conflict resolution diagram, the negative branch, the prerequisite tree and the transition tree.

"Breaking the Constraints to World-Class Performance" "Can this book really tell me how to do that, Man that would be great. Well yes I believe it does.

So what is stopping your company from getting better? Do you know? The body of knowledge called the Theory of Constraints says there is usually only one constraint stopping you from making progress toward your goal, maybe two. Well, if you want a way of finding out what it is, it is in this book. But more can be done than just finding it. This book will teach you how to eliminate or manage the constraint to your advantage.

This book explains in general and in specifics how to change. You must answer, what to change, what to change to, and How to cause the change. These are the beginning thoughts. But think of it if you knew the answers to these questions.

If you want to learn HOW to do Theory of Constraints, no matter what level of experience you may be, this book is a must have. It is one of the most valuable resources on TOC that exists. It shows you step by step how to do things and also why they work. It is easy to use; Mr. Dettmer has a remarkable talent for clarity

How long do you stay on top as a world-class performer if you are just sitting back enjoying it. Not very long these days. This book is about making dramatic improvements with simple solutions. But it is more correct to say it's about a continual improvement process. I recommend you read this book and give it strong consideration. You just may find a Gem for your company, a whole new culture of winning.

Refreshing perpective about the non profit world. A truly global book. I enjoyed very much!

Imagine your fundraising abilities as a human toolkit: thoughts, beliefs, skills, experience, creativity, and intelligences. Now imagine that someone offered you a foolproof book to completely enhance your toolkit and revolutionize your thinking by combining the use of your tools in new and unexpected ways to expand your creativity and its results exponentially. Would you buy it for $28.00?

Bernard Ross and Clare Segal, co-directors of THE MANAGEMENT CENTRE (=MC) in the United Kingdom, offer just such an enhancement in Breakthrough Thinking for Nonprofit Organizations: Creative Strategies for Extraordinary Results (Jossey-Bass: San Francisco, 2002) with their commitment "to inspire managers and board member managers in non-governmental organizations (NGOs) to believe they can achieve extraordinary results, and to give practical strategies and techniques for achieving such results."

Leonardo da Vinci wrote: "Small rooms discipline the mind. Large rooms distract it." Drawing upon their extensive experience in working with nonprofits in the United States, Canada, Europe, Africa, and South America, Ross and Segal animate their strategies with persuasive examples that not only articulate the process of "re-tooling" outmoded ways of thinking, they also provide working examples of how different organizations have applied these techniques in order to achieve astonishing results. The discipline they teach is the "small room" eurekas of breakthrough thinking by making learning more creative, more collaborative, and more fun.

Is breakthrough thinking magic? Is it only for gifted individuals? Ross and Segal don't think so: "The lesson from our experience is that many breakthroughs-even if they are apparently from out in left field-are often the result of simple hard work and simple rules applied consistently and methodically...you need to create a culture and business structure that strongly reinforces innovation as well as creativity."

This joy of this book is that it outlines in clear, applicable language how different people are creative in different ways, how to stimulate personal and organizational creativity by simply challenging habits, attitudes, environments and work roles, and why innovation plays a crucial role in turning creative thinking into long-term organizational results. Refreshingly, Ross and Segal's practical strategies are easy to understand, enjoyable to read, and actually do work once you give them a try:

· Second Wave Thinking anticipates organizational decay by restructuring resources in advance of predictable future change and the inevitable decline in results

· Kaizen and Horshin Planning helps you to differentiate between programs that will benefit from incremental growth and programs that will support sudden, exponential growth to create new heights of sustainable development

· Mind Tiles allow you to create a radically new concept simply by building on the combination of two existing concepts

· Gardner's Seven Intelligences conceptualizes individual strengths and weaknesses as being related to physical/kinetic, logical/mathematical, spatial/visual, linguistic, creative/musical, emotional/interpersonal and intrapersonal intelligences

· The Learning Cycle relates how individuals and organizations go through a common process of reflection, theorizing, planning, and action before change is possible and how each of these different learning styles needs to change in order to accomplish its own breakthrough

· Creative Mindmapping organically links strategies or issues through creative planning that helps isolate new ideas and opportunities for growth

· The Matrix Analysis helps position your organization against key competitors to assess its direction and the potential fate of its programs

· The Ladder of Implication demonstrates how the same information can be interpreted by different mind-sets to reach different conclusions and strategies

· Reframing is a simple and useful technique for taking a negative mind-sets and restructuring their positive attributes and potential

· The Five C's teaches you how to deal with champions, chasers, converts, challengers, and changephobics in the workplace when your organization undergoes transformational change

Not all of these ideas are new and not all of them will apply to any one individual or organization. But if reading this book gives you one breakthrough technique that leads you to that one amazing idea that transforms your job, your organization, or even your life, then your investment will prove immeasurable.

Throughout their presentation, Ross and Segal talk candidly about both their successes and failures. In fact, they differentiate between failing because of poor ideas and failing because of poor performance. They give a number of constructive tips on how to communicate openly within organizations in ways that allows individuals the freedom to disagree without causing personal recrimination.

My favorite tips are their suggestions to hold "sacred cow barbecues," during which participants are encouraged to articulate the "unthinkable thoughts" about an organization's most cherished beliefs which can then be either "saved or cooked," and invoking "champagne rules" for private group discussions on difficult topics so that anyone can feel free to say what they think, personal attacks are discouraged, and nothing is repeated or recorded outside the group's discussion except by agreement.

Nonprofit organizations face the constant challenge of accelerating rates of change, demand for new services, and competition for scarce donor resources. The key for any organization in meeting these challenges it to answer the following questions:

· Do we know what our organization's mission is and where it needs to go in the future?
· Do our programs and our practices measure up to the needs we serve and the resources we expend?
· Are we, both individually and organizationally, as creative and cooperative as we need to be in order to ensure that our planning can achieve breakthrough results?

Only a poor workman blames his tools. In an age of accelerating change and increasing competition for scare resources, true breakthrough results can only be achieved if we look inwardly at our skills and outwardly at our organizations in new and creative ways. You don't have to be an expert to achieve transformational results: you only have to aim higher, think better, and work smarter.

If you are comfortable with your human toolkit, you can write your own book. If not, buy this one.

Good book. I liked it! It was easy to read. Each chapter had a summary section so I could read the summaries before tackling the book as a whole. If you are managing a not-for-profit, or sitting as a board member to a nonprofit, and you believe your nonprofit could be doing things better, then consider getting a copy of this book and give it a read.

Back in July I read and reviewed "Managing Business Change for Dummies," by Beth Evard (ISBN: 0764553321), which focused on how managers successfully deal with employees who resist change in an organization. This book on the other hand focuses on how YOU, the manager, must deal with YOUR resistance to change so you can improve your organization's performance in the process.

The author lists nine "change drivers:"

1. New Mission or Vision
2. Speed of Business
3. Cost Reduction
4. Service Failure
5. New Technology
6. Change in Public Perception
7. Change in Priorities
8. Competition for Funds and Resources
9. Change in Technology

When your organization is hit by one or more of the above events you are going to have to implement change at your organization. This book provides examples of best practices as to how to do this. Also, the authors include exercises from their workshops on this subject. Both the best practices and exercises are very helpful to help us grasp what the authors are talking about.

If you are like me you can examine the Table of Contents for this book online and after doing so you will probably say: Wow, what is this book really about. The chapter titles are kind of weak is what I'm really trying to say. It's the chapter summaries, best practices examples, and exercises that make the book a worthwhile investment of your time.

I would have liked the book much better if the authors had organized it so it did not feel like just another book put together by a management consulting group. Yeah, it felt like one of "those" to me. And after you read 2 of them, they all start to sound the same. But since this book is informative, well written, and not too long I'm inclined to give it 5 stars.

Imagine your fundraising abilities as a human toolkit: thoughts, beliefs, skills, experience, creativity, and intelligences. Now imagine that someone offered you a foolproof book to completely enhance your toolkit and revolutionize your thinking by combining the use of your tools in new and unexpected ways to expand your creativity and its results exponentially. Would you buy it for $...?

Bernard Ross and Clare Segal, co-directors of THE MANAGEMENT CENTRE (=MC) in the United Kingdom, offer just such an enhancement in Breakthrough Thinking for Nonprofit Organizations: Creative Strategies for Extraordinary Results (Jossey-Bass: San Francisco, 2002) with their commitment ýto inspire managers and board member managers in non-governmental organizations (NGOs) to believe they can achieve extraordinary results, and to give practical strategies and techniques for achieving such results.ý

Leonardo da Vinci wrote: ýSmall rooms discipline the mind. Large rooms distract it.ý Drawing upon their extensive experience in working with nonprofits in the United States, Canada, Europe, Africa, and South America, Ross and Segal animate their strategies with persuasive examples that not only articulate the process of ýre-toolingý outmoded ways of thinking, they also provide working examples of how different organizations have applied these techniques in order to achieve astonishing results. The discipline they teach is the ýsmall roomý eurekas of breakthrough thinking by making learning more creative, more collaborative, and more fun.

Is breakthrough thinking magic? Is it only for gifted individuals? Ross and Segal donýt think so: ýThe lesson from our experience is that many breakthroughsýeven if they are apparently from out in left fieldýare often the result of simple hard work and simple rules applied consistently and methodicallyýyou need to create a culture and business structure that strongly reinforces innovation as well as creativity.ý

This joy of this book is that it outlines in clear, applicable language how different people are creative in different ways, how to stimulate personal and organizational creativity by simply challenging habits, attitudes, environments and work roles, and why innovation plays a crucial role in turning creative thinking into long-term organizational results. Refreshingly, Ross and Segalýs practical strategies are easy to understand, enjoyable to read, and actually do work once you give them a try:

· Second Wave Thinking anticipates organizational decay by restructuring resources in advance of predictable future change and the inevitable decline in results

· Kaizen and Horshin Planning helps you to differentiate between programs that will benefit from incremental growth and programs that will support sudden, exponential growth to create new heights of sustainable development

· Mind Tiles allow you to create a radically new concept simply by building on the combination of two existing concepts

· Gardnerýs Seven Intelligences conceptualizes individual strengths and weaknesses as being related to physical/kinetic, logical/mathematical, spatial/visual, linguistic, creative/musical, emotional/interpersonal and intrapersonal intelligences

· The Learning Cycle relates how individuals and organizations go through a common process of reflection, theorizing, planning, and action before change is possible and how each of these different learning styles needs to change in order to accomplish its own breakthrough

· Creative Mindmapping organically links strategies or issues through creative planning that helps isolate new ideas and opportunities for growth

· The Matrix Analysis helps position your organization against key competitors to assess its direction and the potential fate of its programs

· The Ladder of Implication demonstrates how the same information can be interpreted by different mind-sets to reach different conclusions and strategies

· Reframing is a simple and useful technique for taking a negative mind-sets and restructuring their positive attributes and potential

· The Five Cýs teaches you how to deal with champions, chasers, converts, challengers, and changephobics in the workplace when your organization undergoes transformational change

Not all of these ideas are new and not all of them will apply to any one individual or organization. But if reading this book gives you one breakthrough technique that leads you to that one amazing idea that transforms your job, your organization, or even your life, then your investment will prove immeasurable.

Throughout their presentation, Ross and Segal talk candidly about both their successes and failures. In fact, they differentiate between failing because of poor ideas and failing because of poor performance. They give a number of constructive tips on how to communicate openly within organizations in ways that allows individuals the freedom to disagree without causing personal recrimination.

My favorite tips are their suggestions to hold ýsacred cow barbecues,ý during which participants are encouraged to articulate the ýunthinkable thoughtsý about an organizationýs most cherished beliefs which can then be either ýsaved or cooked,ý and invoking ýchampagne rulesý for private group discussions on difficult topics so that anyone can feel free to say what they think, personal attacks are discouraged, and nothing is repeated or recorded outside the groupýs discussion except by agreement.

Nonprofit organizations face the constant challenge of accelerating rates of change, demand for new services, and competition for scarce donor resources. The key for any organization in meeting these challenges it to answer the following questions:

· Do we know what our organizationýs mission is and where it needs to go in the future?
· Do our programs and our practices measure up to the needs we serve and the resources we expend?
· Are we, both individually and organizationally, as creative and cooperative as we need to be in order to ensure that our planning can achieve breakthrough results?

Only a poor workman blames his tools. In an age of accelerating change and increasing competition for scare resources, true breakthrough results can only be achieved if we look inwardly at our skills and outwardly at our organizations in new and creative ways. You donýt have to be an expert to achieve transformational results: you only have to aim higher, think better, and work smarter.

If you are comfortable with your human toolkit, you can write your own book. If not, buy this one.

Good performance is no longer enough for nonprofits; nonprofits must set and achieve breakthrough goals. Managers and board members need to think in new and creative ways about how they define and meet the challenges they face and the strategies and techniques required to achieve extraordinary performance in fundraising, service delivery and overall results. Almost all nonprofits are affected to some extent by nine change drivers. There are five internal change drivers: organizations need a new mission or vision or they will run out of steam; the speed of business requires more decisions made faster; rising costs require new ways to deliver service from a distance; high profile service failure may require drastic measures such as clearing out top management to win back public confidence; new technology may make a nonprofit redundant or may offer opportunities to improve ways of doing business. There are also four external drivers of change: changes in public perception may result in being dropped from people's consciousness or require 24/7 availability; rapid public awareness of disasters quickly changes priorities; competition for funds has increased as distinctions between nonprofits, the public sector and the private sector has blurred; technology change can make old solutions redundant. Nonprofits that fail to answer two fundamental questions: where do we want to go? and how do we get there? may find themselves wandering in a fog, not knowing how they got into their current situation and wondering what is the right way to go. The decision to go for breakthrough is a strategic one involving risk and asking questions such as 'what is the worst thing that can happen if breakthrough goes wrong?' and 'how likely is it that the worst thing will happen?' and 'what can we do to minimize the risk of the worst thing happening?' and 'should we have a Plan B to cope with problems?' After appraising the risks and challenges and adopting a strategy you still need to decide on the approach required to encourage the people and innovation needed and the leadership required. Even then you need to ask 'to what extent do the improvements and changes made match up to what is needed?'

Once an organization has decided to transform its performance to have an impact on the need/performance gap or to achieve its potential, plotting the position on a life cycle chart can be very helpful. Organizations decide to change at various points in their life cycle and for different reasons. The challenge with the most common change point - just past the peak - is that the organization has to break out of its comfort zones and one way is to think about a dramatically improved level of performance. To drive that change a vision of the new performance level has to be agreed together with positive and negative drivers to provide pleasure and avoid pain. Two words have proved exceptionally useful in setting new goals - kaizen and horshin - because they describe not only the nature of the goals but the change process. Kaizen is slow, incremental change that leads, over time to significant improvement in performance. After the second world war Japan applied kaizen to a whole range of activities, including their car industry by setting a long-term world class performance goal and breaking it down into small, achievable chunks. Horshin is about sudden, exponential, discontinuous and radical change that leads to dramatically improved performance in a relatively short period of time. This process resulted in Sony's Walkman becoming one of the most widely used personal electronic devices on the planet. It was used by the National Trust in raising $7.5 in 200 days to save Mt. Snowdon in Wales for public use. In practice most organizations need a mixture of both kaizen and horshin as some areas of work need the stability and methodical progress of kaizen while others need the drive, transformation and vision implicit in horshin. An organization could have ten goals as part of a three-year strategic plan of which six might be kaizen and four horshin. Balance is important as you cannot transform everything overnight and you need to focus and emphasize a small number of key areas to transform quickly.

Engaging a horshin goal can be very stimulating such as Kennedy's "This nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to earth" or Fords " My vision is to build a motor car for the great multitude. It will be at so low a price that no man making a good salary will be unable to own one". Many nonprofits build on Martin Luther King's "I have a dream" to express mission as an overarching, simple, concrete horshin goal while others are more specific such as "To become a world-class center for research of childhood diseases and to radically reduce their incidence." To achieve breakthrough, language is important as it helps people to shift into a different mindset, distinguish breakthrough goals from ordinary goals and to think creatively about 'how to' as well as 'what'.

The remaining eight chapters of 'Breakthrough Thinking for Nonprofit Organizations' deal with unlocking potential, releasing creativity, creating a smart organization, mapping the possibilities, balancing creativity and innovation, challenging mind sets, driving change and working in a breakthrough organization. It is difficult to imagine than anyone connected with a nonprofit could not profit from this book.

Bullies and Victims gives an encyclopedia of information, written in a captivating style. You get the inside view of all the types and perspectives of bullying in eye-opening stories of both the bullies and their victims from age three on up. The authors have really done their homework - the research is factual and thorough. They take you inside the minds and souls of the bullies and the victims and show how bullying impacts children in the moment, and also how the effects reverberate through the victims' lives well into adulthood. This book doesn't just lay out the problems, but delineates pathways to solutions and how parents, schools, communities and cultures can help. It's a must-read for parents, educators, counselors and anyone who cares what happens to children on the playground, at achool and in their social groups. Joanne Stern,Ph.D. author of Parenting Is a Contact Sport

This is a pretty good book. I also recommend Helen Smith's "The Scarred Heart: Understanding and Identifying Kids Who Kill," which has a lot to say about the way bullying can lead to serious violence when schools don't take it seriously -- and some examples from schools that have dealt with bullying well, along with some that have dealt with it badly.

This is a must-read for today's parents and educators. Buy one for yourself, and one as a donation to your school's resource library--that's what I did. This book helps us empower our children, awaken ourselves to the ongoing crisis on the playground, and break the cycle of abuse. Many victims become bullies...and many more children are silent witnesses to a secret code of intimidation that can lead to horrific violence over time. This book is an excellent tool to break the cycle. We owe it to our children to give them skills with which to break out of the typical victim/bully/witness trap. They will be better for it, and safer. Buy two now.

Every parent, grandparent or just adults in general should read this wonderful book. After reading what todays children are going though please pass this on to a friend. I have purchased copies of these books and passed them on to our school district. They not only read them, but have had SuEllen Fried come and work with our children, teachers and parents. Please keep up the writing and your love for our children. Connie Cincinnati, Ohio

I am working on a seminary doctoral project on bully prevention. This book was an invaluable resource for the project. Parents need to understand the difficulties and hardships that today's children must endure.

I have the good fortune to be the son of Rob Hailey, Homer's brother and boon companion for the first 20 years of his life. This book captures my uncle's life-long commitment to thought, reflection, and prayer, to teaching, preaching, and scholarship. (When I visited him a month before he died, he showed me files of current projects: research and writing of vital interest to himself and to his fellow believers.) My uncle's personal journey aside, Professor Harrell has found a fascinating way to write a history. Is history about events and ideas or is it about individuals? Harrell gives us both. This book, regardless of its subject, models a method of inquiry that other writers of history should imitate.

David Edwin Harrell, Jr. is truly a first rate scholar. For an unbiased and objective history of churches of Christ, this book is a must. Unlike that of Richard T. Hughes, Harrell is not hostile to the movement and therefore much more accurate in his coverage. Harrell has not reduced the churches of Christ to a Denomination among many denominations without a distinction. This is an accurate story of the attitudes and consequences (A title of one of Homer Hailey's books)among the movement which shaped its history. The movement is vividly illustrated by Harrell's coverage of the life of one of the great preachers, Homer Hailey. The reader will find that the book is difficult to put down as Harrell has made events and people come alive. All members of the church of Christ and those interested in religious history should read this book.

"The churches of Christ were riddled by dissension: indeed, the American restoration movement had always been a case study in controversy" (41).

How does one write a summary of a history text whose breadth and depth score almost a century of important facts? Harrell, who lives during much of the history he writes about, describes the two general themes that the reader can hitch along with through the tome. These themes are indeed means to understanding the facts and the analysis of history. These themes are: (1) the course of controversies of churches of Christ in the 20th century and (2) the telling of the life story of preacher Homer Hailey.

Through these, it is possible to understand much of what has happened and to notice that time is indeed flowing like a river and history repeats itself. The weaving of controversy and individual lives is perhaps the clearest and most concise summary of the book. Nevertheless, Harrell does aid the reader by breaking down the narrative into three well-researched and documented sections. The first and third sections deal more specifically with the life of Homer Hailey. The second section deals with the mainstream churches of Christ and their controversies. By now, it is clear that it is impossible to distinguish the church's history from its troubles, and vice versa.

Section 1: Homer Hailey and the Churches of Christ: Origins

The life story of Homer Hailey begins in humility and ends in humility. Hailey's exodus through cities and congregational meetings is a light that is cast through the world, showing pin-points of Christianity dotted all over the western and southern United States. It is fitting that Hailey's influence went beyond one region of the country, yet it is somewhat regrettable that those outside of the brotherhood do not have much of an understanding of who brother Hailey was and what he stood for.

Section 2: The Mainstream Churches of Christ: 1920-1999

When Harrell gives an overview of the splits in the 1890s and 1950s, he maintains his constant argument that both splits were similar in many respects and that history could repeat if men [. . .] continue wearing the mantle of the heroic yet destructive Foy E. Wallace, Jr. to the dismemberment of Christ's body. The presence of brotherhood magazines throughout these periods is also worthy of note.

Section 3: Homer Hailey and the Noninstitutional Churches of Christ: 1925-1999

If the previous section detailed the stormy environment, this section placed Hailey right in the center of the whirlwinds and those who would reap their bitter crops.

In Closing

While there most likely are superior historians with regard to ability, Harrell tells a remarkable story of pioneering brethren who came out in full swing into a new age with the same calling.

In the story, however, Harrell seems hokey at times by referring to himself as a character in the narrative in the third person-a device long since abandoned by autobiographers in the 19th century, for obvious reasons. However, the insertion of the historian's role in the unfolded history does achieve several goals: (1) to show that Harrell was a minor player in the events he witnessed, (2) to show that Harrell wants the appearance of full disclosure of the role he played in history, and (3) to show that even the most seemingly objective voice has a slight bias that must be formally acknowledged in the interest of fairness.

Because this is a highly personal book, Harrell presents Hailey in such a way that a truly objective historian might not be able to show. Harrell reveals much of Hailey's character as a result of how he weathers the storms of brotherhood dissension: "Hailey insisted: he went to a church in order to communicate the vital truths of the Scriptures" (376). May that be the goal of every modern gospel preacher, to have such integrity, strength of character, devotion, and a pure desire to "stand in the pulpit."

I have the good fortune to be the son of Rob Hailey, Homer's brother and boon companion for the first 20 years of his life. This book captures my uncle's life-long commitment to thought, reflection, and prayer, to teaching, preaching, and scholarship. (When I visited him a month before he died, he showed me files of current projects: research and writing of vital interest to himself and to his fellow believers.) My uncle's personal journey aside, Professor Harrell has found a fascinating way to write a history. Is history about events and ideas, or is it about individuals? Harrell gives us both. This book, regardless of its subject, models a method of inquiry that other writers of history should think about imitating.

Ed Harrell does a masterful job of relating the amazing life of Homer Hailey, one of the most dedicated, humble, and influential preachers in the churches of Christ in the 20th century. If you were fortunate enough to know this man, you will be fascinated by the story of his life and career as preacher, teacher, and author.

But this book is far more than a biography of Homer Hailey. In the book, Harrell also makes a monumental contribution to the study of the history of the churches of Christ in the 20th century. After recounting Hailey's early life, Harrell sets aside Hailey's personal story and recounts in fascinating detail the issues and people that influenced the doctrinal positions and divisions of the heirs of the "restoration movement." Much of this 180-page middle section of the book is dedicated to the controversy over "institutionalism," the issue of building para-church organizations and "sponsoring church" arrangements with money pooled from various independent congregations. Harrell's analysis of this issue shows how social attitudes in the 1950s contributed to the impetus for the massive missionary and evangelistic schemes, television programs, etc., that became the focus of the controversy. There also are shorter sections on earlier controversies regarding pacifism and premillennialism, as well as more recent controversies regarding "discipling," the Holy Spirit, the quest for a "New Hermeneutic," and other issues.

After this very meaty middle section, Harrell returns to Hailey's early years as a preacher, his long tenures as a teacher at what are now Abilene Christian University and Florida College, and Hailey's Arizona retirement, when he wrote many of his books.

The middle section of this book is not for the faint of heart. Harrell's meticulously documented story of the controversies of the last 100 years within the churches of Christ reveals how all too frequently disputes and divisions within the fellowship were exacerbated by inflated egos, harsh words, and precipitous actions that, at least in retrospect, appear unbecoming of Christians. Still, as a member of this fellowship, I found the book encouraging. Through the life story of Homer Hailey, Harrell has preserved a wonderful example of a man who, through the grace of God, rose above his own difficult childhood and the combativeness of many of his peers to exemplify the true "servant" mentality fully demonstrated in Jesus Christ.