Resources Books

I loved this book. It was exceptional. I thought it was funny and exciting, and had everything an Animorph book should. Tobias is one of my favorite characters, and Rachel IS my favorite. Both of these characters were in it a lot, and that was another plus. I loved the chapters when they told their families what they are and what they could do. Rachel's mom reacted so stupidly it was funny. My eyes were glued to the pages without exception for the two and half hours it took me to read it. I recommend this book to anyone and everyone. A must-have addition to the Animorphs series!

This book is my FAVORITE Animorophs book and I've read most of them. The Yeerks begin to realize the "Andalite bandits" are really humans. (most of them) So with the Yeerks closing in The Animorphs and their families must evacuate to the Hork-Bajir valley. Jake parents are taken and made into Controllers and Tobias finds his long lost mother, Loren. This book is really great.

I love books about Tobais and this is his best book yet. The Yeearks are starting to realize that the so called analite bandits are humans and are collecting the animorph's blood to see if there is a family match. Guess whose match they find; Tobais's mother. Tobais's mother is blind and has amensia. Tobais morphs his mother's guide dog and gets her to safety.

I think this book is one of the best Tobias books, but it seems so abrupt when he meets his mother. It's almost like Tobias says, "Hi, I'm your son." Then it's as if his mother says, "Oh. Okay then. I knew that." I don't really like that part. Otherwise, it's pretty good. There are good Rachel and Tobias parts, an appropriate amount of action, and a great deal of emotion.

Yep,that right.The Yeerks are finally begining to think that maybe the 'Andalite Bandits' aren't Andalites at all,maybe they're human.So they have figure out how to tesst them, DNA.Because every time when the Animorphs are in battle, they lose some blood.So if the Yeerks test it they will find DNA strands of every animal the have acquired,and their actual human DNA.They will know who they are, infact the Yeerk computer has already found a match.The Animorphs try to break in and destroy the computer,but they're stopped.But before they leave they see the one match on the computer,its somebody by the name of Loren, Tobias' mother......Tobias is shocked,everyone has always told him his mother is dead,He has to see her and he wants to save her,Jake doesn't really like that idea,He thinks she could be a Yeerk.So Tobias,Marco and Ax will watch her house for 3 days,and if she doesn't go to the Yeerk pool during that time they will know if she safe,but by then so will the Yeerks....But the computer is still going,and soon the other Animorphs' family members will turn up as matches too........

This is definatley one of the best,and one of my favorites!!!!!I loved the story, its a classic Animorph book...This one,like most Animorphs,really get you into the story,you feel like your really morphing,really in the battle,and really feeling the emoitions and thinking the thoughts....I strongly recomend this book,it Incredible!!!!!!!!

Using contemporary data and years of coaching experience, the authors offer a robust tool for guiding the coaching process. Experienced and beginning coaches will find gems that will enhance their coaching effectiveness. This book is a focused, no-nonsense guide to effective leadership coaching and development.

Executive Coaching for Results provides an invaluable service to the field of talent and management development:direct information from dozens of top flight corporate leaders and practitioners of executive coaching.
Quite simply there is nothing else like this book in the marketplace and anyone who wants to gain a comprehensive knowledge of the state of the art of this ever dynamic field and area of practice needs to purchase a copy today.

This book is a helpful and practical guide with stories, research and ideas. The authors describe how organizations successfully implement coaching. A must read for any leadership development professionals!

This book belongs in every internal and external coach's library! Leadership Development, Talent Management and Human Resource practitioners, who play a direct or indirect role in leadership development, would also find it greatly beneficial.

This very comprehensive and easy-to-read resource covers all aspects of executive coaching. The research, authors' experience and organizations' first-hand learnings and best practices are insightful and invaluable.

Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders

Whether you have enterprise responsibility for leadership development and talent management or simply need to develop one leader, this book is THE comprehensive and practical guide for using executive coaching to developing leaders. Based on extensive experience, this book will provide you with the guidelines, checklists, and tools to ensure successful coaching outcomes.

It seems to me that The Fifth Discipline (the previous publication of the series) is more attacting to me. The second book can be more precise and concise in content. Generally speaking I still like these two books as a foreign reader.

The Fieldbook attempts at making the esoteric concepts of the fifth discipline more down to earth and contains a treasure trove of strategies, tools, methods and explanations on how to make the learning organization into a reality.

Thus people who have read The fifth discipline will gain the most from this book. It's a must read for people who want to make their organizations transition into a 'learning organization'

This book is a collection of theoretical summaries, reports, analyses, and strategies all quite useful to anyone interested in generating some thinking and action around change. The team of five writers (Peter Senge, Richard Ross, Bryan Smith, Charlotte Roberts, and Art Kleiner) provide some original work, but also serve as editors to a vast quantity of material drawn from practitioners, theorists, and writers in the field of organizational improvement. According to Senge, "great teams are learning organizations - groups of people who, over time, enhance their capacity to create what they truly desire to create." (p.18) This book is really about creating and building great teams. The learning organization develops its ability to reflect on, discuss, question, and change its current and past practices. To do this, people and groups in the organization need to meaningfully pursue the study and practice of the five disciplines - personal mastery, mental models, shared vision, team learning, and systems thinking.

The learning organization - Senge's vision for the productive, competitive, and efficient institutions of the future - is in a continuous state of change. Four fundamental questions continuously serve to check and guide a group's learning and improvement (see page 49): (1) Do you continuously test your experiences? ("Are you willing to examine and challenge your sacred cows - not just during crises, but in good times?") (2) Are you producing knowledge? ("Knowledge, in this case, means the capacity for effective action.") (3) Is knowledge shared? ("Is it accessible to all of the organization's members?") (4) Is the learning relevant? ("Is this learning aimed at the organization's core purpose?") If these questions represent the organization's compass, the five disciplines are its map.

Each of the five disciplines is explained, and elaborated in its own lengthy section of the book. In the section on "Systems Thinking" (a set of practices and perspectives, which views all aspects of life as inter-related and playing a role in some larger system), the authors build on the idea of feedback loops (reinforcing and balancing) and introduce five systems archetypes. They are: "fixes that backfire", "limits to growth", "shifting the burden", "tragedy of the commons", and "accidental adversaries". In the section on "Personal Mastery", the authors argue that learning starts with each person. For organizations to learn and improve, people within the organization (perhaps starting with its core leadership) must learn to reflect on and become aware of their own core beliefs and visions. In "Mental Models", the authors argue that learning organizations need to explore the assumptions and attitudes, which guide their institutional directions, practices, and strategies. Articles on scenario planning, the ladder of inference, the left-hand column, and balancing inquiry and advocacy offer practical strategies to investigate our personal mental models as well as those of others in the organization. In "Shared Vision", the authors make the case for the stakeholders of an organization to continually adapt their vision ("an image of a desired future"), values ("how we get to travel to where we want to go"), purpose ("what the organization is here to do"), and goals ("milestones we expect to reach before too long"). The section offers many strategies and perspectives on how to move an organization toward continuous reflection. In "Team Learning", the authors rely mostly on the work of William Isaacs and others, and make a case for educating organization members in the processes and skills of dialogue and skillful discussion.

This book is enlightening and informative. It has already found a place on my shelf for essential reference books.

Peter M Serge, The Fifth Discipline Fieldbook

To quote the first few paragraphs at beginning of book:

Among the tribes of northen Natal in South Africa, the most common greeting, equivalent to "hello" in English, is the expression: Sawu bona. It literally means, "I see you." If you are a member of the tribe, you might reply by saying Sikhona, "I am here." The order of the exchange is important: until you see me, I do not exist. It's as if, when you see me bring me into existence.

This meaning, implicit in the language, is part of the spirit of ubuntu, a frame of mind prevalent among native people in Africa below the Sahara. The word ubuntu stems from the folk saying Umuntu ngumuntu nagabantu, which from Zulu, literally translates as: "A person is a person because of other people."


"I bow in honor and reverence that place within you where to the Universe resides, when you are in that place within you, and I am in that place within me, there is One." ~namaste


The five disciplines are at the CORE of a Learning Organization

1) Personal Mastery: expand your personal capacity and ability

2) Mental Models: see how our internal pictures of the world shape action and decision

3) Shared Vision: group commitment

4) Team Learning: group ability is greater than the sum of individual talents

5) System Thinking:


"When we try to bring about change in our societies, we are treated first with indifference, then with ridicule, then with abuse and then with oppression. And finally, the greatest challenge is thrown at us: We are treated with respect. This is the most dangerous stage." --A. T. Ariyaratne (Speech made at International Community Leadership Summit, Winrock, Arkansas, March 1983. This quote paraphrases and expands upon a well-known statement made by Mahatma Gandhi in his book Satyagraha in South Africa, 1982, 1979, Canon, Me.: Greenleaf books)


"An [organization] is not a machine but a living organism." --Ikujiro Nonaka /****
Fundamentals of epistemology: what is knowledge, the nature of knowledge, and what constitutes learning.
understanding is achieved after internalization.
Without experience, we cannot truly understand.
Internalization: transformation from explicit knowledge to tacit knowledge, habits and culture that we do not recognize in ourselves.
Innovation is a process to capture, create, leverage, and retain knowledge.
What is your belief? A belief about images of the world - you may call it a mental model - is a very subjective thing

information is the flow of a message, while knowledge is created by accumulating information. Thus, information is a necessary medium or material for eliciting and constructing knowledge.

The second difference is that information is something passive. When we switch on a TV set, information comes regardless of my commitment. But knowledge comes from my belief, so it's more proactive.

And the organizational knowledge or intellectual infrastructure of an organization encourages its individual members to develop new knowledge through new experiences.

This dynamic process is the key to organizational knowledge creation - that is, socialization (from individual tacit knowledge to group tacit knowledge), externalization (from tacit knowledge to explicit knowledge), combination (from separate explicit knowledge to systemic explicit knowledge), and internalization (from explicit knowledge to tacit knowledge) [...].

[...]

Three Guiding Ideas

1) The Whole. When you are pointing a finger at the problems, notice how many fingers are pointing back at you. If you fixed the symptoms and ignore the root causes, the problems have not gone away. Another way to look at this is treat the person, not the disease. Of course treat the disease if the patient is dying, but know that the patient will get sick again because the "root causes" are stil there.

2) Community. The self is "a point of view." "The essence of being a person is being in a relationship [with] other people." You will not believe this, but each person before you is there for a reason. The reason this person is there at this moment is for you to learn something about yourself. If you ignore the person, do not ignore or forget the lesson.

3) Language. The map is not the territory. We cannot contain every bit of information that comes to us in the world, so we have to create a "map of the territory" and then refer to the map for our information. By changing a person's map, we change their reality. Language is the map, not the reality.

Senge's second serving of the Learning Organization is filled with practical tips and real-life examples from companies and organizations that have embraced the teachings of the Learning Organization successfully.

The Book is a collaboration of several writers who do a superb job of unraveling the web that is the learning organization. At times, it may seem to the reader that the book is a labyrinth of disjointed concepts and ideas. However, if you have read `The Fifth Discipline' you will find no problems following the concepts introduced. In fact, you will even understand why the writers have chosen to introduce them in that fashion. If you have not read "The Fifth Discipline', do not despair, it will take a little longer to get `the whole picture'.
The Book is divided into 8 main sections:

1) Getting Started addresses the basic concepts and ideas of the Learning Organization.
2) Systems Thinking (the fifth discipline) - Many people have argued that Senge should have delegated the fifth discipline until the end, however, without Systems Thinking, your vision is disjointed and incomplete.
3) Personal Mastery covers the area of individual development and learning. The chapters here are among the most valuable in the area of self-growth and self-improvement.
4) Mental Models - These are the pictures that you have in your head which represent reality.
5) Shared Vision - You've seen the whole picture, you've developed and you understand how you see the world. Now you need to find a common cause with the rest of the people in your organization, something that you all work for.
6) Team Learning - As you work with other people in teams or groups, you need to pass the stuff that you have learnt and the wisdom you've acquired to others. At this stage, the learning is no longer that of the individual, but the group.
7) Arenas of Practice - (Self explanatory)
8) Frontiers - Where do we go from here.

If you are interested in development, learning, growth, leadership, gaining a competitive edge whether at an organizational or personal level, then this book is for you. In fact, I'd venture to say that this is book is for everyone.

This very useful guide is full of strategies to help you get the most out of your staff. The gardening analogy does wear a bit thin by the end of the book, but its points are valid, and it lays out a solid road map for hiring and developing employees. Author Erika Andersen provides case studies and other hands-on tools that give you the chance to apply what you learn along the way. In addition to telling you how to grow great employees, she offers information on how to decide that someone isn't going to fit and how to let them go properly. getAbstract recommends this excellent guide, which carefully explains how to become a master at hiring and keeping good employees, a very important facet of growing your business.

In the introduction, Erika Andersen lays out her underlying premise as follows: "Managing well requires skills--just like cooking or playing the piano or, yes gardening--and I hope to teach you some of those skills." She succeeds. Here's an outline of the book, chapter by chapter.

Preparing the soil. This chapter concentrates on what Andersen calls "the foundation of management success:" listening.

Plan before you plant. This is about how to set expectations. There's very good material here on core competencies and key capabilities. One very important skill that Andersen covers is learning to describe a job clearly. This is vital if you want to find the right people to do the job and if you want to establish clear expectations for them.

Picking your plants. This chapter will be hard for many managers in larger companies to implement. It covers using the interview process to make sure you're hiring the people most likely to succeed on the job. The material is good, and picks up on those listening skills mentioned in the first chapter. The sad reality, though, is that HR has co-opted the hiring process in many companies and the managers have very little say

Not too deep and not to shallow is about how to bring people on board. You will search in vain through dozens of books about managing people without finding a word, let alone a chapter, on this critical task.

The gardener's mind is a great chapter about trusting your own skill and letting human nature help you grow great people. This is the core concept beneath the metaphor. Read this chapter when you doubt yourself. Read this chapter when you are tempted to "make" something happen.

A mixed bouquet. Guess what? Everyone who works for you will be different. This is the chapter that will help you figure out how to manage each of them.

Staking and weeding. This is the day-to-day stuff you have to do to keep the garden growing. It's not very exciting most of the time, but it's absolutely essential and the great supervisors I've known have practiced it as a core part of the job. There's good material on giving feedback of all kinds.

Letting it spread. The gardening metaphor starts to break down a little here, but it's OK. This chapter is about delegation, how to do it well, and how it can make things better for everyone.

Plants into gardeners. The metaphor morphs into science fiction. Imagine the plants in the garden rising up and seeking nutrients on their own, watering each other and thriving. Andersen shares her coaching model in this chapter.

How does your garden grow? The metaphor is back and working. Andersen re-states the core idea that successful gardeners trust their own skills and the power of (human) nature. She offers her "management decision tree" to help you work effectively with your team members. If you like complex decision trees, you'll love it. If you don't, skip it. There's enough good narrative and example here that the decision tree is not really necessary.

Some plants don't make it. I wish this chapter had come earlier in the book, but I'm glad it's here. Too many authors imply that if you do as they suggest everything will work wonderfully and profit and joy will reign. Every working manager knows that's impossible. Sometimes you have to help a team member move on to another job where they can thrive. There are tools here to help you.

The master gardener. When you become responsible for people and their performance you enter a field where you will never know everything. I tell new supervisors that it will take them a year and a half at least to become effective and at least ten years of work to master the art of supervision. Even then you won't know or be good at everything. In this final chapter, Andersen comes to terms with that by giving you tools to guide your own development.

If you are responsible for managing people and their performance this book will help you do your job more effectively. It is an absolute must-read for working managers and for senior executives who want to improve people management in their organizations.

Tending the garden is metaphor and departure point for this brilliantly clear, wise and pragmatic book. If you aspire to be an effective leader, if you strive to achieve the potentiality of those who work with you or for you - whether you are a human resources professional, a CEO or newly minted supervisor - Erika Andersen's insights, tools and exercises will deepen your skills, give you fresh insights, and reinvigorate you.

GROWING GREAT EMPLOYEES reminds me that one's humanity plays a big role in becoming an influential leader. The importance of being a good listener, a mentor, being bold, honest, responsible and accessible to those around you are welcomed reminders in this era of myopic functionality, quarterly returns, and corporate liability.

Beyond trend, GGE will be a `perennially' relevant resource for the business community.

Growing Great Employees is an exceptional resource guide to building and managing a powerful team. We send this book to all of our clients, candidates and new hires as it is full of inspiration, powerful tools, practical examples and insight. Erika's conversational writing style, realistic examples, and multi-faceted approach empowers each reader to enhance their leadership skills and manage with confidence.

Erika Andersen provides us with all the skills we need as managers to turn our associates from contributors to superstars!

In addition to being full of insights and inspirations, Growing Great Employees has space for you to write YOUR story, and to make this book your own.

Don't buy 1 copy of this book...BUY 2: 1 for you, and 1 to give away to your favorite manager or manager-to-be!

This is probably one of the most life changing books I have ever read. I would highly recommend this book for any Christian and for any minister of the Word. It will change your life! Paul Tripp presents himself as vulnerable by revealing his own faults and failures and constant need of grace in Christ. He stands alongside of you as you see your own heart revealed and your ongoing need of change. I am a pastor and my ministry has changed drastically for the better because of this book. It is Christ centered and spiritual gold for the layman's book shelf. Anything from CCEF is gold. I thank God for these dear brothers. They have advanced the Biblical teaching of sanctification to great levels, literally getting to "the heart" of the matter.

This is a wonderful book. It explains clearly how our words are meant to honor God. A great resource book and a must read!

Paul Tripp gets right to the heart of the matter. With great skill he is able to reveal to the reader the ugly truth about the condition of their heart. Fortunately, he doesn't leave you there but shows how the power of the Gospel properly applied is the only real solution.

This is one the most helpful books I have ever read and I highly recommend it.

This book is scripturally based and is very helpful to everyone. The subtitle "Getting to the Heart of Your Comminication Struggles" should be "Getting the Heart of Your Struggles". So much of our sin comes from our words and attitudes and this book just drives that home consistently. I can't think of anyone who could not benefit from this book, believer or non-believer. I got on line actually to order four more books for friends of mine.

This is the best book I've ever read on how Christians should behave in terms of communicating with one other. Tripp points out the (not always so) obvious that Scripture clearly teaches that anger is a sin, and if we use anger in our communication, it means we are not trusting God who is sovereign over our lives and circumstances. He asks the pointed question: Are you willing to sin in order to get what you want, or, if you don't get what you want, do you then sin (out of anger, frustration, disappointment, etc.)? He also provides some excellence guidance on anger management. It is both biblical in its teaching and practical in its application.

Beth Moore's updated Bible study, "A Woman's Heart: God's Dwelling Place," is a mixture of the material she published 10 years ago and the lessons she's learned since. The exercises are slightly changed - not all for the better. Typos and poor editing make me long for the first member book.

However, as a complete package, the updated video teaching is typical Beth - energetic, thought-provoking, and full of wisdom and humor. You absolutely cannot complete this study and NOT be changed!

The book was in Great shape,I have told all my friends this is the way to buy books.It came to me in just a few days.I also love the contents.thanks

Such a wonderful, in depth look at the tabernacle. My husband and I did the study together over several months and were so blessed by the insight.
Would recommend to women and men !

I received this product promptly, in excellent condition. It is a terrific study - worth the investment! I recommend it highly. :)

I've done half a dozen of Moore's studies and I find them excellent -- except this one. I was really disappointed. Maybe she hadn't refined her style this early in her career, I don't know. One thing that bothered me was the amount of Scripture we needed to look up. It began to feel like school; it got really tedious. It got to the point where it felt condescending to do all the matching and T/F. I think she could have put some of the verses in the margins and had us follow along with the main chunk of Scripture in our Bibles. The second thing was that I didn't really feel any cohesion. She goes through the making of the tabernacle and draws illustrations to our lives, but, in doing so, she seemed to be all over the place. With her other studies, she would go through the Scripture in an orderly manner (occasionally including references to other verses) and draw out meaning directly from what we were studying. Not so with this study. She goes through the building of the tabernacle and draws meaning from other places, and sometimes it's a stretch.

I will continue to do Moore's studies because I believe she is a gifted teacher and discipler. This is just one study out of many that I had a hard time getting through.

I looked at many writing books for my child. A school teacher recommended this one to me. After we used it as the primary writing guide, my child's writing took off. It's so effective that his writing has jumped from average to outstanding in his class. Now the book is one of our two MUST-DOs every week (the other is Beestar online ELA and vocabulary exercises, a wonderful web site www.beestar.org). Writing is a life-long skill. We will continue use this guide to improve writing for a long time.

English teachers have it tough -- no matter how hard they try, they cannot avoid a degree of subjectivity when it comes to grading papers. This book, 6+1 TRAITS OF WRITING, will not make the process a totally objective one, but it will provide a definite structure that will be invaluable to both new and experienced teachers alike. In workmanlike fashion, Ruth Culham devotes chapters to the traits (ideas, word choice, sentence fluency, voice, organization, and conventions) PLUS one (presentation) with a series of indicators for teachers to assess each one.

It's a great primer in the technique, and the chapters all follow a similar pattern with definitions of the traits, a list of reasons on why students struggle with that trait, steps on how to assess the trait, and sample papers to practice assessing using the 6 + 1 method. Each sample paper is followed by the scores the author gave it, along with their reasoning. Finally, the chapters are nicely rounded out with a series of practical ideas on how you can TEACH each trait. Teachers trying to get a handle on grading papers will appreciate the practicality and the structure.

The caveats I have with the book are minor. First, the sample papers range from Grades 3 to 9, and it's often difficult to assess sample papers because elementary teachers may not know how far along a secondary student should be and secondary teachers may have no clue about what's expected from third-grade writers. The wide range in ages, in other words, creates a bit of extra confusion for teachers who are well-versed in their own age-group of students. Also, the extra batch of "practice papers" to assess at the back of the book are directly followed by the author's scores, meaning the papers and their scores often share the same page. It would have been more helpful to separate them so as to avoid accidentally seeing a score while trying to finish the paper.

Culham's book is a great start, but a lot more practice assessing will probably be necessary to successfully implement the program. Also, I found that I had many questions about judgment calls while assessing some of the indicators and, in a workshop type setting, could have used further explanation from an experienced hand. Alas, the book cannot provide anything like that, but still, it's a start -- and a good one. Recommended.

I really enjoyed reading this book and I am excited about starting to use this method when school starts again. Teaching writing can be difficult, but how to give constructive feedback is even harder. I am optimistic that the ideas in this book will make it a whole lot easier to help my children.

I originally had to buy this book for a graduate level pedagogy course. I ended up using this book constantly to help teach 4th graders how to write. Ruth Culham explains each trait well and includes a handful of awesome lesson plan ideas for students to practice the trait. I'd recommend it as a resource for any writing teacher (Grades 3-12).

As a classroom teacher and workshop leader, I have found this book very useful. It includes sample student papers that can be used by teachers and students to hone their assessment skills. The ideas for teaching each of the traits are concrete ones that students enjoy. When I've read forty papers and have run out of new responses to give my students, there are even lists of responses for me to use. I recommend this book to both new and experienced teachers of writing.

The third book in the series and you know exactly what to expect. Yes, folks, it is every bit as entertaining as the first two, and that's probably all you need to know. But I'll go ahead and mention that he spends some time in the RAF during World War II, which we knew he would as the second book ended. I'll also mention that he and Helen have a baby, which you probably expected. One of the great joys of his writing is discovery, so I'd hate to screw that up with a spoiler, but these two tidbits are on the back cover anyway. Oh, and halfway through it, I predicted an ending in advance, and I only had to read 1000 pages by this guy before that happened. It's still great, great stuff, and you know you'll love it.

I read his books as a teen and loved them. Bought the whole set for my grandsons, [teens]. They laughed until they cried. [so did I].

If you like animals you will enjoy all James Herriot's books. This is one of a series of delightful books. Reading one will make you want to read the next one. I can read them over and over.

I have the complete series of All Creatures Great and Small books now. This was the last one and I loved it as much as I loved the others. He was a fantastic writer and having been born and raised on a farm I can appreciate a lot of what he talks about. I also have his cat and dog stories books and loved them just as much.

The books arrived so quickly that I got to take my time
wrapping the books.

My son recently started preschool and I remembered I loved this book as a child. I particularly remember how vibrant the pictures were and how my imagination ran wild with them. It was a great way to prepare him for his first day of school and one we continue to read over and over and over! A definate classic!

Book shows that Sister is nervous about starting kindergarten. She meets the teacher Mrs. Honey before school starts. First she is nervous but soon she starts to relax and enjoy herself and have fun. I love the part where she holds another kindergartener's hand on the bus. So often little kids only think of themselves and not others.

this book is ok .One reason is because it shows you not to judge things you haven,t tried.Another is If people dont trie something then help them do it.This is what i think of this book.

I really loved this book as a kid because I loved all the illustrations and I loved kindergarten as well. I was volunteering at a kindergarten class one time and read this book to the kids and they loved it and were so happy for some reason when I told them I have the book at home too :) It's a good book to prepare your child for daycare, preschool or kindergarten if they're having anxiety about going.

If you're looking for a book to introduce your child to what happens at school, then look no further. Sister Bear will be going to school for the first time in this book and in preparation, Mama takes her to see her kindergarten teacher for lunch. She has a wonderful time and then brother takes her to school with him and helps her get on the bus. Sister is kind and holds the hand of another little bear who seems very afraid and they go into class together. That part was really sweet! This book does a wonderful job in teaching children what school is about and what to expect. If Brother and Sister can do it, then we can too! This is a great hit at our house and I highly recommend it!

Very interesting book to read. Not always easy, but idea behind it is pretty clear. In order to create healthy working environment managers have to encourage curiousity and cooperation accross organization. That in turn will generate discovery process that will lead to innovation. More people get included in the process, outcome is teamwork where everyone gets valued and recognized. In such environment, teams become successful and people in general work together better. Relationships are meaningful, throughput greater and overall happiness is inevitable.

This book is a thorough investigation and synthesis of the best thinking on leadership. Judith Glaser's new and fresh perspective helps leaders see how to create leaders, not followers. It should be read by anyone who aspires to or attains a leadership position.

Author Judith E. Glaser has helped numerous organizations large and small to change and deal with challenges. She tells stories about real organizations and managers and how they worked through their challenges. While the stories provide a learning tool, changing organizational beliefs and attitudes isn't quick and easy. Therefore, Glaser — even with her background — can't provide fast solutions to convert an organization from I to WE.

Instead, the author shows the difference between I-thinking and WE-thinking and provides tools for leaders to use while working toward WE-thinking and changing the organization's culture. It takes time, patience, and practice to make a change.

Judith E. Glaser's life turned upside down when she fought and won a battle with cancer. Her husband, president of a pharmaceutical company working on a cure for cancer, worked with the idea of reminding cells how to be normal, which in turn makes them healthy. Her battle, her work, and her husband's work led her to discover that cancer cells and toxic organizations have much in common. "Healthy cells" and "healthy organizations" succeed when they work together as a whole instead of separately.

Creating We consists of three elements for changing organizations from I-thinking to WE-thinking. "Believing WE" is about changing attitudes and beliefs in organizations and how employees should behave. "Learning WE" is about getting rid of old beliefs like the manager is in charge and that employees shouldn't speak up and adapting a healthy exchange of ideas between managers and employees. "Becoming WE" means changing the thinking and responding from I to WE.

The book provides many questions for managers to ask and explore as they go through their "I to WE" journey. Don't expect a speedy and painless adventure as the book covers a lot of material. Adopting "WE" means changing your way of thinking, conversing, and behaving. Companies that transform their cultures from "I" to "WE" experience side effects of innovation, cooperation, open conversations, and overall good health.

Executives and managers who study and reference the book's concepts, questions, and adopt the "WE-centric" thinking and philosophy will help their companies get the most out of every employee and enjoy success.

Author and management consultant Judith E. Glaser helps organizations deal with change and challenges. She describes real companies and managers, and tells stories of how they worked through the issues that confronted them. While her narratives are instructive, albeit peppered with "I" and "WE" jargon, the process of changing organizational beliefs and attitudes isn't quick or easy. Therefore, even Glaser - with her expert background - can't provide any fast ways to convert an organization from "I-centric" attitudes to "WE-centric" attitudes. Instead, she shows the difference between I-thinking and WE-thinking, and provides tools that leaders can use to instill a WE-oriented corporate ethos. Although changing an organization's culture is a matter of great patience, we believe that managers who study this book's concepts will be able to boost their companies' productivity, adaptability and internal cooperation - over time.

Judith has been the catalyst for transformational success for an impressive resume of clients but her writing style clearly reflects the thoughts of a person who has not elevated herself above the common person. I could not put this book down and was compelled to finish reading it over one weekend. To me personally, this is a book about understanding that organizations are made up of people and people are about relationships. Creating WE... reminds us that the language we use shapes our thoughts, feelings, and actions. Judith's message is unmistakably clear:

· "You can't lead until you know yourself."
· "We are all connected through our emotions and our energy."
· "We are all connected through our families, organizations and communities."
· "We are all connected through our beliefs we hold about the world."
· "We are connected at the heart and at the head."

In "Creating WE..." Judith Glaser has given us truth that applies to all phases of life. It is one of the best books I've ever read about leading, and I recommend it as a must read for anyone that aspires to be a transformational leader. Judith takes us on a journey of understanding culture and what it takes to create a healthy culture that transforms an organization from one that is just getting by, to one that thrives and accepts new challenges head on. She tells us, in very simple terms, that the highest potential of any organization is achieved through the nature of the relationships within. She shares some interesting anecdotes, teaches us the steps to take to become WE-centric and finally tells us what to expect as we begin living the life of a WE-Thinking leader. Don't miss this opportunity for personal growth.