Organizations Books

This useful book gives a short history of most popular hymns that you will encounter in the Protestant churches. The music in not included, but all the words to all the verses are there. It has proven valuable when giving a brief history before singing a hymn. The participants are much more appreciative of the hymn after hearing a story about how it was written.

Most of the histories given are about the author of the words and not about the composers of the hymns.

This book is a hefty volume at almost 700 pages, but, of course, it covers 600 hymns and praise songs. Each entry averages just over 1 page in length. All the old standards are covered, as well as many less commonly-known ones, including many that I do not know. By far, most of the entries are hymns. Off hand, I'd probably say that around 90% or more of the songs referenced were written before 1950. This book is well-organized. The songs are organized by topic, and there are indexes by title, author, and theme.

Here is a sample entry that I opened to randomly: I Need Thee Every Hour. We learn the hymn was written by a 37-year-old Brooklyn housewife while she was busy with her household chores. She could closely feel the nearness of God, and she sat by an open window and wrote out all the verses. When she gave them to her pastor, he wrote the chorus and the music. Evangelist Dwight L. Moody discovered the hymn and began using it in his meetings, which led to it becoming famous. After that background information, we are given several Bible verse references (not the text of the verses themselves) related to the hymn's topic (Psalm 86:1-4, Psalm 109:22, Philippians 4:19), the themes of the hymn (prayer, meditation), and then the lyrics of the hymn.

I have a few small gripes with the book. There are several newer praise songs that do not have lyrics included, presumably because they are under copyright and permission was not granted for their use. And, there are a few of these newer praise songs that are rather short that I would have left out, but that's a small gripe.

Overall, this is a valuable resource for any Christian. This book is nice for looking up a particular hymn, but also for just browsing through. In that sense, it could be a good "coffee table book," while also being of benefit in personal or family devotions, or church music ministry. It might also be a way to find some new hymns of value. You can always look up a hymn at CyberHymnal to hear the accompanying music! I highly recommend this book.

Conducting worship services at a Senior's Care facility, I find that they love to sing especially the old hymns but have short attention spans when it comes to sermons or messages. This book allows me to use a recommended scripture passage and then a little bit about the background and composer of each hymn rather than a long message. The participants are very interested in this information, the feed back has been very positive. As well the themes of the hymn is listed and the words of the hymns are also printed which makes it easy for someone who doesn't read music to read the words and compare to the theme for clarity.

Many book titles are misleading; but not this one. This is a BIG BOOK of Hymn stories. Highly recommended if you need/want this kind of info about the history of the church hymns we sing.

I love cher's concert book becouse i love her and i love her concerts.cher is a GREAT person to be a singer,a acter,and to make her own books. Cher was so luck do be married to Sonny.

The author dispenses a complete and concise guide that can be used by any organization in planning the benefit concert. The arrangement of chapters allows the committee to walk through the process knowing full well what is involved. Hollan's sense of humor is evident throughout the book and it is apparent that he has an uncanny ability to attend to detail without losing sight of the goal. Much of the book can be used by individuals or organizations in planning events other than concerts; his tips for dealing with sponsors and the media are very helpful. A great resource for any event planner!

I'm an aspiring promoter and I found this book simply outstanding. This book gave me a vivid picture on how to put on a fund raising event. It was very easy to read and gives valuable information for organizations to build a fund raising concert. I really don't like to read and I found Mr Hollan's personal experiences very interesting. I was further intrigue by the planning and professionalism outline in each chapter. For anyone wishing to put on a fundraising concert, I highly recommend this book. Thanks Mr. Hollan for writing such a great book!

The concert book is a must read for fund raisers. The author's practical experience and easy to read style will jump start your fund raising campaign to new heights.

The book is well written and presents an organized project plan useful for both the novice and seasoned fund raiser.

I have not read this book, but I listened to an interview on Wall Street Journal This Week (podcast). It is sad that corporate and Wall Street has driven the "front line force/employees" to the ground and view employees as a commodity. However, this corporate greed, arrogance and uncaring attitude has promoted one thing - entrepreneurship. Unfortunately, entrepreneurship takes a good amount of capital, something that many employees do not have. Therefore we are stuck with the mercy of our corporate employers, while we pursue the American Dream - the welfare of our family. But that American Dream could also be that you part of, for example, the Google team.

The author of this book, Dr. Alan Downs, performed corporate downsizings for years and now explains they seldom attain the goals a company wanted.

Dr. Downs explains that, contrary to what we read, life in the workplace is deteriorating for nearly everyone. He explains that greed is the driving force behind company lay-offs and it must be checked. He advocates a new "social contract" between companies and employees.

America's businesses must begin to understand that they are often responsible for the tension in our society that invites the rampant drug use. Top-down, authoritarian, do-it-my way management defies research into human development that has been with us since 1927 when the "halo effect" was discovered. More harmony and less friction is needed between labor and management and this is what Dr. Downs writes about. He states that businesses need "rejuvination, not dismemberment. He is right!!

Many books have been written and studies have been made that show management is not as good as it is cracked up to be and it is time for change. Worker friendly institutions will only be brought about in the 21st Century by managers who know how to inspire workers. Companies who heed this advice, based on sound research will benefit across the board as will communities and the people who work in them.

Dr. Downs book reveals a hidden truth about corporate America that government officials should pay attention to, but they may not as special interest groups are at the very top of these companies that promote this "ugly truth" with large pay checks in the form of political contributions.

If you are a CEO, in high level management, a politician or a union leader, read this book and go to work on correcting this ugly corporate structure sure to play havoc within America sometime in the 21st Century.

Norman Jones, Ed.D author of Performance Management in the 21st Century

In Corporate Executions, Dr. Downs shows how the government and top executives foster top-down management practices that are helping to create unwanted and unneeded tesnion in our country. Years ago it seems that companies had the best interest of communities and employees in mind, but this book dispells that long lost attitude. To his credit, Dr. Down rebukes the downsizing, the re-engineering of companies because he participated in these tragedies and makes recommendations to increase the performance of companies without affecting the morale of people. His book should be read by every politician and every CEO and taken to heart as a measure that would make us a safer, calmer nation. The recommendations of Dr. Downs are even more important than he writes about as I believe he touches upon the attitude of big business that creates tension in our country and delivers a message to young people that the future is going to be a lot rougher on them than the past has been on people in the world of work. Dr. Down's ideas should be put into practice soon, but I fear he is going to be one of many authors who will only be able to set back and say, "See I told you so."

Alan Downs knows whereof he speaks when he details the rationale, strategies, and methodology of corporate downsizing in the 90's. His spellbinding expose is written from the standpoint of a converted "corporate reconstructionist," and he pulls no punches. He takes you behind the scenes, into boardrooms, managerial conferences, and strategy meetings, in which employees are little more than pieces of play on a game board, manipulated by corporate henchmen in an attempt to drain every last drop of profit from an undervalued workforce. Mr. Downs' insightful, caring treatment of the workers' modern day employment dillemma both comforts and informs. If nothing else, the reader leaves with a greater understanding of why he or she has been buffeted about in the economic storm that has characterized the greedy 90's. Such understanding allows the victim of a layoff to salvage an othewrwise devistated sense of self worth, knowing that they are not alone -- that the fruits of "profits before people" ideology are widespread. Corporate Executions is also recommended to the thoughtful exec who realizes that short-term profits derived from a decimated workforce are over-shadowed by negative factors engendered by trimming the sinew with the fat. Low worker morale, lost job knowledge, confusion as to job responsibilities, a general lowering of work accuracy, etc. plague workers to the detriment of the stated corporate mission and precious bottom line. Alan Downs' suggestions on how to structure a kinder, gentler, and, yes, more profitable company are well worth the read

Today corporate America has joined the sanctimonious trend in our society under the "giving back" theme. I imagine what a breath of fresh air it would be to hear the following candid statement from a corporate CEO or Board Chairman after refusing to kowtow to political correctness:

"We sell a quality product that our customers value. We have provided our employees with the means of supporting themselves with dignity, good wages, benefits, and a good working environment. We have worked hard to create wealth for our investors who after all are people with varying needs and means - and not all of them fantastically wealthy. We pay our share of taxes. In summary we already gave back to the community! As for giving to charity - any of our investors has the right to give in any way or amount (time or money) to any organization he or she sees fit. They don't need us to make that decision for them."

The "giving back to the community" phoniness implies that while running a business you are obviously taking from others - you are a drag on society at large and need to give back to equalize things - Karl Marx couldn't have come up with a better slogan.

Nonprofit organizations, particularly grassroots agencies, would do well to absorb the lessons in Corporate Social Investing which demystify and challenge corporate giving policies. We've found it much more enjoyable than most business texts, and we found ourselves laughing at some of Curt Weeden's analogies on more than one occasion.

Curt Weeden tells corporations that social investing through charitable contributions can help society, and can be good business. Then he explains why, and how. This detailed guide explains ways to get the most out of each philanthropic investment, benefiting the non-profit organization and the company's reputation, employee motivation and bottom line. Weeden provides only a few examples of companies that have engaged in corporate social investing, but the introductions by Paul Newman and Peter Lynch are more hands-on because both are active in philanthropy. The book focuses on instructions for setting up your firm's social investing system. Suggestions cover choosing a non-profit recipient, figuring tax benefits, and other nuts-and-bolts issues. The book is oriented to CEOs and top corporate managers, though we at getAbstract also recommend it to academics, stockholders and fundraisers. If you are considering social investing, this is a good guide. And if you're not, it'll explain why you should. (Note: Tax matters discussed are

This book lays out an easy to use approach for corporations and nonprofits who work together to get the most out of corporate contribution programs.

Working in a national nonprofit heading up the communications department with our corporate members, I have seen first hand the need for a road map in uncharted territory. This book provides just that to anyone interested in the field.

This is NOT just a business book -- it is a book that every nonprofit leader should be reading. This book could really make a difference in the way businesses and nonprofits work together.

I am a Consultant charged with setting up a corporate university for a 100 person company. The workbook provided me with the structure of a university and things to think about in creating a university. I didn't use the CD yet, but did love the book!

If you are involved in setting up or work for a corporate university, run, don't walk to your nearest book seller and purchase this workbook. Long overdue, The Corporate University Workbook, written in plan, easy to understand English, walks the reader through eleven chapters packed with business oriented explanations, strategies, checklists, exercises, case studies and rationales for designing, building and maintaining a world class corporate university. Destined to become a classic in the field, The Corporate University Workbook should be required reading and within arms reach of anyone responsible for establishing or fine tuning their organization's corporate university.

Philip McGee, Ed.D., THRD, Clemson University

From strategic visioning through measuring success, this practical workbook provides tools, guidelines and even a dozen templates in the enclosed CD. Mr. Wheeler shares best practices, from years of experience and research. With the lead from product advances shrinking, human talent will become a major competitive differentiator. I highly recommend for anyone challenged to support your organization's success through talent development.

Kevin Wheeler makes it clear early on in his book that successful corporate universities must go beyond traditional training. Learning goes far beyond training, incorporating a wide range of informal learning processes and activities. This differentiates this book from much of what has been written in the past about corporate universities--focusing on mostly course-oriented training. Wheeler takes the reality of broad-based learning in organizations into account and provides a very detailed and practical guide for building a successful and flexbible corporate university. The book contains lots of templates and practical lists with questions and issues that must be addressed by someone building a corporate university. Each chapter begins with a review of an unsuccessful and a successful example of corporate universities, making it clear that success is by no means guaranteed. But the probability of success will no doubt be much higher for those who do their homework and not only read this book but complete the numerous exercises that Wheeler has carefully prepared to assist those ready to build a corporate university meant to transform an organization into a 21st century learning organization.

As a first year graduate student I am beginning to pursue my Masters in Communication, and until found Creating a Mentoring Culture, I was not enjoying my graduate experience. For the past year I have been working in the communication field of broadcasting, but all of my graduate classes are geared towards students eventually going into a teaching profession within a university and involve lots of theory, discussion, hypothesis and questioning but never give me any information that I can directly apply to my future career in a communication industry outside of teaching. I'm interested in how to apply it to my real life office. Creating a Mentoring Culture was a light in the dark room of grad school theory. It gives tangible examples that I can follow and put into practice. Lois Zachary has developed exercises, rules and activities that have been tested and will actually work in a real life setting. Creating a Mentoring Culture gave me something that I will be able to use in a real world, business office setting!

In an increasingly competitive business world, the need for having what Peter Senge describes as a "total learning environment" is greater now than ever before. With all due respect to formal training programs, my own experience has convinced me that on-the-job training (especially cross-functional training) remains the most effective means by which to create and then sustain such an environment. Hence the importance of mentoring relationships which, Zachary correctly points out, "offer an opportunity for individuals to nurture seeds in others so they might become blossoms, and blossoms might become fruit, which then nourishes others." Moreover, "When mentoring relationships are rooted in the fertile soil of a mentoring culture, they also enrich the quality of organizational life."

Zachary carefully organizes her material within two Parts. First, she explains what effective mentoring involves, how to embed it in a culture, how to integrate mentoring within that culture, and then how to implement mentoring initiatives. In Part 2, after identifying the hallmarks of effective mentoring, she focuses on key components: infrastructure, alignment, accountability, communication, value and visibility, demand, multiple mentoring opportunities, education and training, and "safety nets. " What we have in this single volume is a cohesive, comprehensive, and cost-effective system rather than a kaleidoscope of data, anecdotes, personal experiences, bromides, simplistic observations, and all manner of disjointed recommendations. That said, it would be a fool's errand to try to implement all of Zachary's system as is. As she would be the first to point out, all organizational cultures are different and many of them consist of several sub-cultures. Therefore, it remains for each reader to read and then re-read this book, complete the "Mentoring Culture Audit" (Appendix A), and (if possible) check out at least some of the resources recommended (Appendix B).

Regrettably, formal education often fails to help students to "learn how to learn." As a result, many people either do not realize what they don't know or, worse yet, think they fully understand what in fact they do not. My own experience suggests that, in general, people do not fear change; rather, they fear the unknown. That same experience also supports Derek Bok's observation that "If you think education is experience, try ignorance." Effective mentoring, therefore, requires humility and patience as well as knowledge and competence. The best mentors sincerely care about serving the best interests of those with whom they are privileged to be associated. They are passionate life-long learners themselves. Their enthusiasm is often contagious.

Obviously, I think very highly of this book. Zachary combines all of the skills of a cultural anthropologist with those of a clear thinker and eloquent writer. I also appreciate the CD-ROM which the publisher provides with it. Those who read the book can then review its key points while completing interactive exercises. The multiple templates can then assist the necessary modifications of the core concepts when applying them.

Those who share my high regard for this book are urged to check out Zachary's The Mentor's Guide as well as Senge's The Fifth Discipline and then The Dance of Change, Carla O'Dell's If Only We Knew What We know, David Maister's Practice What You Preach, and Gary Harpst's Six Disciplines For Excellence.

Dr. Zachary's book plots the entire process for creating a mentoring culture in the organization. Her book offers clear steps to identify all the issues that need to be addressed prior to a program design and implementation. The book provides insight into the levels of buy-in and commitment needed for mentoring to be successful and imbedded in an organization. Mentoring is a powerful way to engage leadership in their personal growth and development and the advancement of the organization.
This is an easy to read and use guide. The CD is a great gift offering the forms for the exercises.

"Creating a Mentoring Culture" goes well beyond traditional guides for designing and implementing mentoring programs by touching the core of an organization's capacity to embed learning and leadership development throughout its structures and processes. Dr. Zachary's strategies and tools for bringing people together to have deeper conversations about organizational learning will not only help sustain its mentoring efforts; they will help an organization revitalize its values and its focus on human development.

Excellent job, delivered prior to expected delivery date. In condition stated. Would definitely utilize again

A great great book to give to your existing Private Foundation clients, as well as those considering their options. The book hits on several key points among many others - which are the reason to formalize your investment policy statement(IPS) and donor intent issues. The author is correct that too often good intentions fail to result in effective results. It deals with other vehicles like charitable lead trusts (CLTs) and charitable remainder trusts (CRTs) as well as donor advised and support organizations. It is a big picture book not a technical how to for the attorney!

Unwitting new philantrophists sometimes end up with bureaucratic creatures that do exactly what the donor did not want. This book is full of practical advice on how to avoid unpleasant surprises if you set up a foundation of your own, such as finding out that you have no control over its activities.

It also gives a succinct review of investment problems. Foundations can potentially last for many generations. But they can easily mismanage themselves into oblivion in short order. The authors identify seven deadly investment sins.

For example, foundations don't need to frequently redeem their investments, but some mistakenly invest in liquid assets and lose returns as a result. They would be better off with non-traditional investments like private-equity, income producing real estate, hedge funds, and timber.

Many foundations fail to diversify, unwittingly taking on risk. THey start with stock from the founder's company and continue to hold a concentrated position, exposing themselves to the vagaries of that business. In 2002 the David and Lucille Packard Foundation was forced to cut its donations drastically when Hewlett-Packard stock fell.

IN short, an easy-to-read, useful guide.

The book is more for donors than advisors. I does not provide enough of the necessary essential legally technical information.

Most businesses, schools, city halls, warehouses, etc. will never have someone walk in with an automatic rifle or a bomb and threaten to kill everyone inside, but over 8,000 TIMES A DAY an assault takes place in the workplace. What I think is even worse than physical confrontation is the employee who scares everyone else on a daily basis and management feels incapable of taking action "because he hasn't REALLY done anything, YET."

I have been involved in Dr. Barton's seminars and I am very pleased with his new book. In addition to his seminars, Dr. Barton is a key advisor to companies big and small who helps them assess and appropriately act on threats to the company and its' employees. He has real world, real time experience that is matched by few people in the world and his book shares his vast knowledge and expertise.

Sadly, when it comes to mental health the social landscape has changed. In the past people who were unhappy, unstable, or both would deal with his/her situation privately and sometimes tragically. Today, the unhappy and/or unstable person feels that others should know of his/her anguish and they seek attention and resolution simultaneously. If Arthur Miller were writing Death of a Salesman today it would be Death of a Salesman, His Boss, His Co-Workers, and Anyone Else Around.

A CEO who reads this book will have critical information and an understanding about managing a crisis that even his/her most experienced HR, Risk Management, Security, or IT department heads won't.

But even managers and supervisors will find a gold mine of ideas and concepts that will help them see a larger picture of his/her employee's environment that will allow them to act before issues become a crisis.

For employees, this book may be frustrating if you're in a company that is blissfully ignorant of this information. It may just confirm your fears that your employer is not adequately prepared for business in the 21st century. Unfortunately, there are real consequences to this type of ignorance and it is measured in dollars and lives.

Dr. Barton has a unique approach in helping others understand today's workplace and this book is the reality check that every organization needs to avoid the unthinkable.

I have worked with Dr. Barton and this is an update on his work with real-wrold situations and clients. Useful information when developing a comprehensive Business Continuity/Disaster Recovery BC/DR program to include HR, Product Management, Executive Leadership, and not just the security and/or technology folks.

Useful stories about real events.

If I were to face a profound organizational crisis, Larry Barton is the person I would want by my side. His practical and effective insights into averting crises - and successfully confronting unavoidable crises - could be the difference between organizational survival or demise.

In this newest volume, Larry uses numerous, fascinating case studies based on real companies and real people to form a framework for building crisis management thinking into a strategic role in your organization. His 40-page crisis management plan is a valuable bonus, especially as it demonstrates that putting a crisis management program to work doesn't have to be an overwhelming challenge.

I have only one minor criticism of this book: I found it so fascinating that I found myself reading it cover to cover, late into the night, almost forgetting that I was learning from the Master of Crisis Leadership along the way. I don't care what your organization does, or what role you play in that organization - read this book!

I'd say Barton's book is by far the best one available to managers. He tells it like it is. Tons of cases- I was impressed how he brings it right up to the moment including incidents in the last few months. We'll use his sample Crisis Plan in our plants because we have nothing like that in place right now.

Larry Barton has written an authentic insight into crisis management.

He has that rare gift of offering important information in a way that is easy to assimilate. It takes a truly brilliant individual to offer important information in such a way that the reader will not be bored after a page or two of reading.

I shall look forward to more of his books in the future.

A solid compendium of medieval documents relating to the clash between church and state. Translated from Latin into fairly readable English, Tierney includes introductory material and notes which allow him to maintain some of the nuance of Latin connotations that would usually not carry over into English translation. This book has lots of documents that we all hear about in European History texts but usually don't read in their entirety, such as the supposed "Donation of Constantine" which the Renaissance linguist Lorenzo Valla proved to be a forgery through textual analysis. Tierney's book shows that far from the relatively aloof, spiritual province the Church consigns itself to today, things weren't always that way. In the medieval era, the Church Militant was every bit a secular authority as well as a spirtual one, and the boundaries between church and state blurred. It was only through the centuries of conflict reflected in Tierney's book that the modern split between church and state first emerged, and the possibility of Western Europe and the United States being ruled by theocratic governments faded. A great supplementary text or source of documents for a medieval history or western civilization course, this book would be an interesting read for anyone concerned about the ancient roots of the tension between Church and State whose reverberations still echo today on Capitol Hill.

Brian Tierney's THE CRISIS OF CHURCH AND STATE: 1050-1300 is an interesting study of the struggle between European secular rulers and the Catholic authroities for control of the "Universal Church" (the Catholic Church). This struggle was basically a poltical affair in which men on both sides added religious arguemtns to bolster their case. This is not to say that some of these men were not motivated by religion.

Readers should realize that contemporary definitions of separation of church and state did not exist in the Middle Ages. There were divisions, but these were narrowly defined. However, due to these struggles the Catholic authorities were gradually able to free themselves from secular control which was the beginning of separation of church and state.

Tierney begins this study with early Catholic sources definning the relationship between political authority and the status of Catholics. He cites St. Augustine's (346-420 AD) THE CITY OF GOD in which St. Augustine considers state authority as a necessary evil due to Man's sinful nature. Tierney's explanation and comments are clear and accurate.

Tierney next examines the internal control of the Catholic Church. One should note that until the 11th. century (the years between 1001 to 1100) that men who controlled monestaries held considerable prestige and power. The fact is that land represented both wealth and power, and the monestaries had control of large land areas. One of the internal Catholic Church questions was that of reform and the relationship between the secular clergy and regular clergy. Abbots and monks were known as regular clergy because they followed a monasttic rule such as the Benedictine Rule for example.

Another internal dispute that Tierney effectively explains is that of reform of both the secular and regular clergy. Catholic authorities have never concealed problems and scandals. The question was who should be in charge of such reform. The monks claimed this was their responsibility. Secular rulers claimed reform was their responsibility. The Popes and the Curia claimed this was their responsibility. Tierney adds that members of Church councils should take control which irritated the Popes and Curia who saw such councils as intruding on the authority of the Pope.

However, the most significant conflict was the Investature Controversy between the German ruler Henry IV (1056-1106) and Pope Gregory VII (1073-1085). Tierney explains that in 1057, the Papal Curia initiated the Papal Election Decree to remove the German rulers and other secular rulers from imposing their own candidates to the Papacy. The Investature Controversy involed the authority of appointing bishops to their dioceses. Many of the German bishops had been appointed by the German rulers,and these bishops loyalty between secular rulers and the Church was at best questionable. Gregory VII tried to put an end to this problem by challenging Henry IV's authority on this issue. The results were turbulent and at times violent. There were exommunications, military campaings, the looting of Rome by the Normans, etc. One result was known at the Papal Revolution.

These conflicts between Catholic authroities and the Germans ended with the reign of Frederick II (1211-1250). Readers should note and Tierney explains the Frederick II succeeded Frederick Barbaroosa (1152-1190). This conflict ruined the German Empire temporarity enganced the Papacy and status of the Catholic Church. Readers should examine Tierney's comments and the sources he cites to have a good grasp of these conflicts.

Tierney also does a good job in explaining the bitter conflict between the French King Phillip (1285-1314) and Pople Boniface VIII (1294-1305) which inflicted an almost fatal blow to the Catholic Church. This section of the book is perhaps the best section. Tierney's use of sources and introductory remarks are very well done.

Tierney also examines the Canon Law jurists and Scholastic philosophers. Of particular note is the thinking of St. Thomas Aquinas (1225-1274). St. Thomas showed a marked difference with St. Augustine. Aquinas' view of the political authority was to protect men and women rather than a necessary evil due to their sinful nature. In regards to the Canon Law, Aquinas argued that the Canon Law was to give each man his due. One can note the change here.

This reviewer recommends this book. Tienrey's introductory essays are informative and well written. His choice of sources is good. One should note Tienery's work on the Middle Ages is among the best this reviewer has read. A good companion volume is Berman's LAW AND REVOLUTION.

This book contains many of the critical documents that trace the origin of Western freedoms. Tierney prefaces the main body of his material with a few short but fascinating passages from and on people like Ambrose and Augustine. In the following chapters, he traces the debate about the relationship between Church and State as it developed in three or four dozen key documents from 1050 to 1300. Tierney helpfully sets context for each passage. In some, popes and kings jockey for power; in others, thinkers offer balanced or didactically one-sided solutions.

Again and again one notes key NT passages coming up, like "My kingdom is not of this world," and "Render unto Caesar the things that are Caesar's." As Tierney notes, the influence of Christianity on the proceedings are clear in two ways: first, "The very existence of two power structures competing for men's allegiance greatly enhanced the possibilities for human freedom." And second, "The possibility of a continuing tension between church and state was inherent in th every beginnings of the Christian religion." The documents eloquently demonstrate these points for themselves. The interest is not always in big themes, however, but often in human and even humorous details. Tierney's selection is varied.

Anyone who thinks modern freedom was an escape from Medieval despotism or ex nihilo invention of the Enlightenment, or that all religions are the same, and theological differences between religions have little practical effect, should carefully read this book. Clearly, the Grand Inquisitor is not the whole story, nor the big story, of the Middle Ages. Donald Treadgold's Freedom: A History, also makes some good comparative points in relation to other cultures. But there is nothing like going to the original sources for getting a feel for what people really thought, and why they thought it. An excellent resource.

Tierney's book is a very thought provoking book. However, I do not think that the reader can fully enjoy the entirity of the book without being apart of a discussion group or a class. This book is remarkable for its reference and outline. Tierney, being an anti-infallibist, helps guide the reader through his work by using the dialectic method. Arguments are presented and then the counter arguments are presented. This may seem repetitive but it is all apart of the process. This allows the reader to see one side of the argument get rebuked by the other side and then that side get rebuked again. In addition, each introduction to the chapter/section, provides all the background you need to know in order to enjoy the battle of wits, so to speak, between papal loyalists and emperor loyalists.

As one other reviewer noted there is continuing recurrence of key passages from the Bible in this book. This is central to the main argument that is taking place. Of course the main argument is who controls what and who has the power over whom. Knowing a little of Tierney's background will help you understand his position, as an anti-infallibist, meaning he doesn't like the papacy, to put it bluntly. But don't take that to heart. Tierney along with many other especially the emperors of the medieval ages did not agree with the papacy. Back to the main argument. When reading this book make note of the key passages aforementioned. It seems that sometimes this is the only ammunition that the papacy has, basing their power on what Jesus said to Peter. Of course, any serious student of religious studies knows that the NT is made up of thousands of texts, most written about two generations after the death of Jesus and later, so it may be impossible to really imply that Jesus was really granting Peter supreme authority on the earth. For more information see various works on N.T. Wright, E.P Sanders, or Powell's book, Jesus as a Figure in History.

Overall, this is a great book, which may seem dry at some times, but it is well worth the read.

The 3 principles explained in this book are the basis of any consistent philosophy of school leadership.

As a masters student in a leadership program I have been reading the current literature around leadership for the past two years. Donaldson's book is by far in my top five. Easy to read and accessible, this book offers hope for the future of our schools. The model that he proposes for school leadership is both practical and filled with great ideals...anyone who has worked in a school will know that the author "knows his stuff."

I highly recommend the book.

Deborah Meier wrote:

"Wonderful, wise, and well said... This book lays out a way of thinking about what leadership might entail, alongside the details of why it doesn't happen and what it would require for it to become a reality." Meier is Principal, Mission Hill Elementary School, Boston; Founder, Central Park East High School, NYC

Tom Sergiovanni wrote:

"Few books will teach you more about leadership, how it works, and how it can slip into the nooks and crannies of a school. Donaldson sets a new standard for timeliness and relevance. A must read for school faculties who want to come together to work more effectively with kids." Sergiovanni is Professor, Center for Educational Leadership at Trinity University, San Antonio TX

Roland Barth wrote:

In this volume, Gordon Donaldson demonstrates that he is the ultimate `reflective practitioner'. Like a good academic, his gift to the reader is a refreshing model of school leadership.; But like a good practitioner, he offers a model based on the realities of the school culture.... I wish I had had Cultivating Leadership in Schools as my partner during my own turbulent days as a school principal." Barth is author of Improving Schools from Within, the founder of the Harvard Principals' Center and a former professor at Harvard

Gayle Moller wrote:

This book clearly and concisely explains why school leaders are frustrated in their jobs. In this book, practitioners will find a friend in the author who explains the obstacles to leading in schools, yet offers practical solutions through a leadership model that more closely reflects a school's organization." Moller is the former director of the South Florida Center for Educational Leadership and currently teaches at Western Carolina

This little volume scrapes away the layers of thinking and strategies that have built up over the years and have been proferred to school principals. It begins with the simple, underlying question: "How is it that schools can be lead?"

And it begins with a simple goal: to develop a practical model of school leadership that promises to address the two most pressing issues facing school leadership today: 1) serve the learning needs of children and their communities and 2) prove practicable and fulfilling to leaders themselves.

From this point of origin, Gordon Donaldson casts a fresh eye on what he calls "the everyday realities" that surround people who seek to lead. He finds in his chapters entitled "The Conspiracy of Busyness" and "The Planetary Culture of Schools" that if people approach leadership in the classical paradigm of "one organization, one leader", they are destined to fail in schools.

Donaldson then generates a provocative new model that he argues is "congruent with the everyday realities of schools". Building from the work of Barth, Rost, Heifetz, Helgesen, Sergiovanni, and Darling-Hammond, he proposes a relational model in which leadership is "plural" - blended among people with diverse roles, talents, and responsibilities but who share a common purpose and a disposition for action. Leadership, he claims, engages three intertwining "streams" of a school's life: relationships among adults and between adults and children; purposes and commitments to them; and the belief that "we act in common" to attain our purposes.

The bulk of Gordon Donaldson's book explores what principals and teacher leaders can do to participate in leadership in the three streams. In doing so, he helps us distinguish between these two roles (both of which he claims are absolutely essential to a strong school). He goes on to examine, then, what particular skills and dispositions stand principals and teacher leaders in good stead as they go about this important work. Here, he calls upon the work of Daniel Goleman, Nel Noddings, Robert Evans, and Peter Senge among others.

The book's grounding in "realities" gives it resonance for teachers, principals, counselors, and even citizen leaders. Its descriptions of leader activities and the skills necessary for them makes it useful to people intent on learning to lead and searching for a more useful model for their own leadership experience.