Resources Books

Timely! Fundraising on the internet is the next level of fundraising for non-profits, and this is an excellent way to get started!

I found practical suggestions in each chapter -- a useful resource to help us round out our fund raising program. With uncertainties in the Washington, DC mail due to anthrax, we are especially interested in increasing visits and gifts through our Web site. This book will help us move towards that goal.

A fantastic collection of resources! Warwick, Hart, and Allen brought together an amazing array of experts to assemble a practical, hands-on book full of interesting case examples. As an application service provider working almost exclusively with non-profits, we found the book particularly useful as a source book for guidelines and best practices. Our clients who have read the book were enthusiastic about everything from the specific strategies to the fundraising tips.

This is an all-encompassing, basic guide that makes fundraising on the Internet accessible to the most inexperienced nonprofits but gives insightful advice to veterans. I wholeheartedly recommend the book and plan to make this required reading for our customers and employees.

This collaborative effort is well-written, fast-paced, and extremely up-to-date. Each chapter is on a different aspect of Internet fundraising, written by a different author. Speaking from personal experience, this book has been extremely possible in our own business of helping nonprofits raise funds online. We recommend it to any nonprofit who wants to take advantage of the net.

Very useful for organizations working with an interactive agency to imporve their efforts on the web...

I was connected to this book through Roots and Shoots as a book club choice. The girls from my group loved reading it. It had great lessons about nature, plants, beliefs, and coming of age in modern day.
Great for a book club for girls 11-14.

Only three people see and understand the power in a grove of larch trees called Girlwood: the power that holds fairies, and that gives Polly the ability to protect her reckless teen sister Bree, who runs away from home. Can Girlwood protect against developers who want to cut down the forest? A fine story of magic and fantasy evolves in a fine read for young adults who want uplifting adventure.

With one foot in the modern world and one foot in a world of fantasy, Claire Dean's Girlwood takes us into the life of Polly Greene, who can see the colors that surround people, revealing their true selves. Polly's older sister, Bree, disappears into the woods one night, and Polly is the only one who believes she has not run far, that she's hiding nearby to heal her out-of-control life.

When Polly finds a magical clearing hidden among the trees, she's certain that her sister is close, and she determines to leave her food and clothing and healing plants to help Bree survive until she's ready to return.

Girlwood explores many themes as Polly enlists the help of friends and family in her mission:
What's the value of nature compared to development?
Why do girls sometimes subvert their own personalities when they start to date?
How does divorce affect family dynamics?
How can parents teach and protect their children while also allowing them to have independent thoughts?

The themes are woven into a story that is as enchanting as the magical clearing, Girlwood, itself. And by the end, you may even find yourself searching for your own Girlwood.

This is my favorite book ever! A beautifully-written, uplifting, green story of a girl who refuses to believe that her sister is lost forever. Three generations of women find their way back to each other and magic literally lights up the woods. Everyone should read this book. Perfect for mothers and daughters to read together.

I came across this endorsement of Girlwood by Jane Goodall. I've been an admirer of Goodall's environmental work for many years. After reading the quote below, I had to buy a copy of Girlwood. It's an enchanting and magical book that teaches reverence of our sacred earth, as well as empowerment of the individual. I'll be giving my copy to my 13-year-old niece, who I'm sure will love it.

"This is exactly the kind of book I would have loved as a teenager. It emphasizes the healing power of animals and nature which has helped so many young people cope with their problems all over the world. It will help young readers to understand that it is okay to be different. And that every individual can play a role in making this a better world."

Dr. Jane Goodall, DBE
Founder of the Jane Goodall Institute
UN Messenger of Peace

I picked this book up from a friend's bookshelf intending to flip through the pages. I ended up taking it home with me and reading it from cover to cover. It's well written and filled with a great deal of fascinating history. Not having ever been to the cities mentioned in the book, I can't comment on the accuracy of the tourist information. But this book would be of interest to anyone who has a curiosity about the history of Jewish life in eastern Europe. If it's ever reprinted, photographs would make it even better.

I was lucky to find this book in the library and used it extensively while in Warsaw, Cracow and Prauge. The detail is incredible, the writing style excellent with a lilt of humor. This book -made- my trip so I'm buying my own copy. If you take this book to Europe with you don't bother hiring a guide or taking a tour. It has more than any individual could offer.

For anyone interested in the Jewish history of Eastern Europe, this book is compulsory. It also presents conceptual and detailed history of over a thousand years and up-to-date descriptions of what the traveller will find now. Don't leave it behind despite its heft.

Having known Eli many years ago at University, I couldn't wait to read this book to re-establish spiritual contact. What I wasn't prepared for was the depthand passion that Eli had written on the subject. This is a masterpiece that once you have picked up you will not put down until you have seen the cities and experienced the tours first hand. My only regret is that the vast majority of those reading this book may never actually visit Prague.

This book is a gem! I pick it up and settle down in my chair and am transported in time and place to Eastern Europe. I was in Prague before I read the book (it had not been published yet) and now when I read the Prague sections everything comes to life. Mr. Valley has a way with words. He supples the reader with his dense knowledge of his subject in an easy to read, matter of fact style. I would recommend this book to anyone whether or not they are planning to travel to the cities described. I am eagerly awaiting his next book.

Frances Hesselbein is currently editor-in-chief of Leader to Leader quarterly. Previously, she served as CEO of the Girls Scouts of the USA and then as chairman and founding president of the Leader to Leader Institute, formerly the Peter F. Drucker Foundation for Nonprofit Management. Her published works include this book as well as The Leader of the Future, co-edited with Marshall Goldsmith and Richard Beckhard; The Leader of the Future 2, co-edited with Goldsmith; and Be*Know*Do (an adaptation of the U.S. Army's leadership manual) to which she and General Eric K. Shinseki (USA Ret.) co-wrote the Introduction.

In his Foreword to this book, Jim Collins observes that Frances Hesselbein "grasped a central paradox of change: the organizations that best adapt to a changing world first and foremost know what should [begin italics] not [end italics] change. They have a foxed anchor of guiding principles around which they can more easily change everything else. They know the difference between what is truly sacred and what is not, between what should not change and what should always be open for change, between `what we stand for' and `how we do things'...Equally important, she exercised the discipline to say no to opportunities that did not fit the central mission." This brief excerpt from an uncommonly insightful analysis of Hesselbein's numerous and substantial contributions to knowledge leadership help to prepare the reader for the 19 essays that follow in which Hesselbein shares what she has learned about leadership that understands the importance of knowing that leaderships is much less about what one does, and much more about who one is.

The essays originally appeared over a period of three years, 1999-2002. After re-reading them, Hasselbein observes, "I found that I believe even more passionately in the whys [of leadership]: the values, the principles, the beliefs that define who we are, what we believe, what we do, and how we work with others, our fellow travelers on a shared journey to leadership in an uncertain world." In this volume, of all the challenges that CEOs face, she identifies those that have little to do with managing the enterprise's tangible assets (important though as they obviously are) and everything to do with monitoring the quality of leadership, the work force, and relationships.

More specifically, the "`how to be' leader knows that people are the organization's greatest asset and in word, behavior, and in relationships she or he demonstrates this powerful philosophy...builds dispersed and diverse leadership - distributing leadership to the outmost edges of the circle to unleash the power of shared responsibility...holds forth the vision of the organization's future in compelling ways that ignite the spark needed to build the inclusive enterprise...and [meanwhile] knows that listening to the customer and learning what he or she values - `digging in the field' - will be a critical component, even more so in the future than today."

My take on all this is that Hesselbein fully understands and appreciates the value of "know-how." Her key point (if I understand it) is that effective leadership can be provided only by what Bill George characterizes as "authentic" people: those who consistently demonstrate the values, the principles, the beliefs that define who they are, what they believe, what they do, and how they work with others. As George describes them, they demonstrate "the highest integrity, [are] committed to building enduring organizations...have a deep sense of purpose and are true to their core values...have the courage to build their companies to meet the needs of all stakeholders, and recognize the importance of their service to society."

Both Hesselbein and George are convinced, and I wholeheartedly agree, that the greatest leaders are those who develop and then sustain authentic leadership at all levels and in all areas of the given enterprise. Moreover, they are determined to be "good citizens." As Hesselbein explains, they believe "that the community is as much their business as is the business of their enterprise. They dedicate the same commitment to this job, the same forecasting, planning, marketing, and mobilization of energy and initiative, that they dedicate to building the enterprise within the walls."

Make no mistake about it: These are formidable challenges that Hesselbein poses to those who aspire to be leaders. "All the how to's in the world won't work until the `how to be's' are defined, embraced by the leaders, and embodied in every action, every communication, every leadership moment." Indeed, she continues, there must be "leaders of character at every level, leading the organization and the community of the future." Some may view that challenge as "unrealistic." It isn't. Others may view it as "idealistic." It is...and that is the most important lesson all of us can learn, not only from what she has written but from what she has been and continues to be.

Frances is a special and extraordinary role model who shares her insights and encourages others to reach for their maximum leadership potential. The creativity within her advice is engaging and inspirational. This is a great book for young leaders and those who are developing goals and a vision for their career and personal success.

Hesselbein on Leadership should be on all leaders "must read list". Frances has taken the multidementional, quantum complexity of leadership and given timely gifted guidence in language and concepts that are understood by the intellect in addtion to being rocognized by the soul.

Her thoughtful and thought provoking words are a call for the action of "being" not just "doing". Every sentence rings with truth and power. This is a book you will return to again and again.

This book was first mentioned to me at a Leadership presentation at one of the not-for profit organizations I serve, and then again a short while later at a UCI Graduate School of Management presentation by a local executive. This is a delightful small book filled with some good advice, pithy sayings and leadership insights. Hesselbein lives up to her reputation in this compendium of essays on Leadership. I rather like books of essays because often each chapter, or essay, stands on its own and can be read or re-read as the need arises.

Hesselbein writes in a clear and conversational manner that makes it easy to understand her point. But one should not be lulled into complacency while enjoying her most readable style for the insights to be shared are important and many. She points out with great understatement that "Leadership is a matter of how to be rather than how to do it." She offers as whole new way of organizing our enterprises as she explains "Managing in a World That Is Round." This book will find its best use for those managers looking for a metaphor or simple explanation to share with others in the organization such complex topics as organizational change, behavior, and interaction with the environment. It will be on my reference shelf for a long time to come.

Frances Hesslebein is one of the world's greatest leaders. In fact, Peter Drucker (no "easy grader") said that she was the most effective executive that he had ever met.
_Hesselbein on Leadership_ is a compilation of her wonderful essays (largely from the journal "Leader to Leader").
In a world where many leaders have gone for the "quick buck", it is gratifying to hear from someone who is interested in "doing what is right".
Her writing, like her leadership, is direct, honest and to the point. Unlike some leaders who specialize in slogans, she is someone who only writes about what she believes in and is willing to live.
Her work has the unique quality of being both timeless and refreshing.

As it was written near 2000, a chapter or two suffer from obsolescence already, but the excellence of the rest of the content make it very forgivable.

Adamsky has produced a superb guide to the Hiring Process that is of great interest to Executives, Recruiters and Job seekers alike. The book is applicable to a wide range of industries well beyond the IT industry.

The book provides a great deal of actionable ideas that you can put into place now to improve your hiring practices, land the best candidates, and keep them as satisfied productive employees. Similarly, the book helps potential applicants better understand the hiring process and get inside the mind of hiring managers. It also contains a plethora of valuable and interesting ideas and commentary on the HR landscape. Truly an enjoyable and informative read !

As the MIS Director for a large educational institution, I have felt the impacts, first-hand, of recruiting and retaining top IT professionals in a tight job market. Yet there is clearly a methodical approach that can be followed to target the "right" employees and, once hired, ensure that they remain happy and content within your organization.

This book does an excellent job of outlining that process in a simple, easy-to-follow, step-by-step approach. The author not only covers all aspects of the hiring process but also reminds us of best practices that we too often (and too easily) forget to ensure success once we bring top players on board.

This book was pertinent and informative. I intend to pass it around to all of the managers on my staff.

I didn't actually buy this book but won it as a door prize at an industry trade show. I tossed it in my briefcase and didn't give it much thought to it until I was stuck in an airport on my return trip home. Although I don't hire a great number of "information technologists", the book was filled with excellent advice for any manager. His advice applies to the dynamics of locating, interviewing, hiring and retaining exceptional individuals. I like to underline when I read, and when I finished the book I realized I had underlined just about everything! Don't let the title throw you off because this is an excellent resource that truly cuts across all industries. He has his hand on the pulse of human nature, and an incredible insight into those people who understand how (technically) the world works.

I have already given a copy to a friend that owns a small company and has found it a challenge to find and retain good people. If my friend follows the program outlined in the book I am sure he will see the results. One thing I really liked about Adamsky's writing style is that it's light on philosophy and academic drivel and packed solid with the experiences of someone who has obviously been in the trenches.

I feel better prepared to operate in today's challenging job market after reading this book.

As an IT professional I have had occasion to be on both sides of the interview desk. This book clarified and reinforced many of the beliefs that I formed from these experiences. However, I derived an even greater benefit from those sections that challenged my preconceptions. Mr. Adamsky's use of logic, examples, and self-deprecating humor helped me to see things from a different viewpoint. I am confident that a company can only benefit from the encorporation of his strategies.

It is obvious that Dr. Seagal has worked extremely hard to confirm her research since 1979. Her style of writing is clear, concise and void of jargon. I found the content easy to absorb, understand and apply. Just the heightend awarness of how diverse we are has made a significant difference in how I work and related to people. I can see some real possibilities for applying in a business context.

the first time that I have found an approach which looks at humans holistically and systemically. It is not a group of personality characteristics describing superficial behaviours, but a way of understanding and recognising internal processes particular to various human dynamics. It therefore goes much deeper than any other personality assessment technique I have seen and because of this can not be reduced to a paper and pencil test. However, the gift this approach brings is that it can be taught to everyday people and can provide access to better relationships and a greater understanding of how to release our judgement of others. A truly life changing book.

If you have found most personality tests insignificant, unhelpful, or unrevealing, then perhaps this book is for you. Human Dynamics goes into much more depth and provides a greater understanding of human communication and actions than any simple personality test. While people can be placed into certain "dynamics," these dynamics are not nearly as restraining or stereotypical as personality tests tend to be. Rather than explaining one's personality, dynamics explain how groups of people tend to process information, not necessarily how aggressive, passive, or "likeable" they are. This book helped me in terms of personal discovery, and has also helped me understand why it always seemed that so many people "just never seemed to think like me."

It is obvious that Dr. Seagal has worked extremely hard to confirm her research since 1979. Her style of writing is clear, concise and void of jargon. I found the content easy to absorb, understand and apply. Just the heightened awarness of how diverse we are has made a significant difference in how I work and relate to people. I can understand why this work is being applied internationally, especially in business and education.

Models to describe human personality are presented. Each model has it unique characteristics, its strengths and weaknesses. Each model will respond most effectively to certain modes of communications. This understanding of the different models presented will help a manager, a teacher, a student or just about anybody to understand themselves and people around them better. This will enable better communication of ideas and thoughts. Students will learn better and managers will be able to communicate more effectively with individuals. The models can be taken up to an organizational level. The applications of this book are far and wide. It is also simply and clearly written.

McGregor wrote this management classic 25 years ago. It is as relevant today as it was then. This is not to be missed by any generation of manager who truly wants to motivate employees in a manner which recognizes their most human characteristics.

This book is a classic. A "must read" for anybody in management. This wisdom is timeless!

Dr. Michael Beitler
Author of "Strategic Organizational Change"

This book, written in 1960, is one of the true management classics, one of the greatest and most influential management books of the past century. McGregor describes Theory X and Theory Y, two fundamentally different ways managers view their employees. McGregor describes Theory X as the dominant view: people ar seem as lazy, not very capable, unwilling to work (unless you make them work), opportunistic and prepared to deceive (providing they think they won't be caught). Theory Y views people in a much more positive way: they are seen as intrinsically motivated, willing to work and basically honest. Now the essential point: the way you view people determines the way you treat them and the way you interpret their behavior, which determines the way they will respond to you, which in turn will reinforce the way you view(ed) them. In other words: both Theory X and Theory Y are true because they create their own reality! They are self-fulfilling prophecies. If you have a choice, what do you choose? This book, written many years ago, is still an interesting read and I think you can still read it in 2060 and find it relevant and interesting.

If you're journeying through management literature of the present day, you're bound to come across the two theories proposed by Douglas McGregor back in the '50s and early '60's: Theory X and Theory Y. In fact, you'll probably find that some of the more modern theories and human behavior models are based on this work by McGregor.

This is what makes reading this book so valuable. Reading the attributes and studies about Theory X and Theory Y management styles in McGregor's own words, instead of a one or two line sentence concerning his theories in another book, is well worth the price of this book.

The book was compelling because many of the attributes of today's managers, and organizations in general, can STILL be applied to either Theory X or Theory Y management types! In fact, much of the literature today suggests that companies with a Theory Y mindset are surviving better today than Theory X companies. The supporting information McGregor provides to each theory suggests, again even today, that these two themes will be prevalent in society for years to come.

Having this book in your professional library will provide you with some good insight and historical reference to modern day theories. I highly recommend it!

McGregor really elevates management to a higher plane: this book is at least as good and important as James McGregor Burns' "Leadership." The book is a treatise against traditional command and control management: it is an optimistic book, buoyant with ideas on how even non-management is capable of creativity and self-direction (I refer here to the influence of Abraham Maslow's ideas on his work). I couldn't help but be wowed by McGregor's faith in common workers (one of his ideas is that employees should evaluate themselves, for instance, instead of getting evaluated by superiors). In essence the book is summed up in his sentence: "The distintive potential contribution of the human being . . . at every level of the organization, stems from his capacity to think, to plan, to exercise judgement, to be creative, to direct and control his own behavior" (114). Is every worker like this? Probably not, but it was refreshing to read someone who thought so. Those who enjoyed this book would also like John Gardner's "On Leadership."

This textbook is fantastic, very well thought out, great use of examples and background information. I am currently a Ph.D. candidate at Johns Hopkins University and an Engineer at NASA and have worked with this textbook for creating a new edition with Dr. Ram Gupta (the author of the text) and can say for certain that this text is a great resource for hydrology inside and outside of class.

This is a great deal for a textbook. It covers the basics of hydrology and hydraulics very thoroughly, and better than most other water-resources textbooks. The figures in the third edition are better than in previous ones, though some additional photos or figures would be helpful to augment the many schematics. The only real problem is that you have to jump around a lot to cover any topic in a coherent way, as different techniques for, say rainfall-runoff analysis, may appear in 2 or 3 different chapters. But it's all in there.

Bought this book to brush up on hydrology and hydraulics for the PE exam. I wish my college courses had used this book. It presents somewhat complex material in a format that is easier to understand than most books. There are example problems for every type of calculation. I highly recommend this text to college professors to use in their classes.

This book is the absolute very best to study Hydrology and Hydraullics for classroon study. After graduation this book was used for my exam review and I reference the manual in everyday actual applications. You will find there are many books to study hydrology and hydraullics but none that is more fundamentally rich with extensive examples of real life situations. This book is the most used reference book I have used.

I have recently graduated and am currently working as a Civil/Transportation Engineer for a consulting company. I have used the book in my Water Resources course and worked on it in my Advanced Hydrology class. The strength of the book is all the examples. Many of these are conveniently set up in Table form with a key provided at the bottom of each table. It is an excellent resource that I am using as a reference material now.

As is frequently the situation, I read this book in combination with another, Return on Learning, in which Donald Vanthournout and his associates on Accenture's Capability Development team explain how their firm achieved an ROI of 353% on its commitment to enterprise learning. I highly recommend both Return on Learning and this book and, if possible, read in combination. In the Introduction, Jay Cross makes a number of crisp assertions, several of which are certain to generate controversy. For example, "Workers learn more in the coffee room than in the classroom." Rather than take this out of context, I continue the excerpt: "They discover how to do their jobs through informal learning: asking the person in the next cubicle, trial and error, calling the help desk, working with people in the know, and joining the conversation. This is natural learning - learning from others when you feel the need to do so." So far, no pyrotechnics. Cross continues: "Training programs, workshops, and schools get the lion's share of the corporate budget for developing talent, despite the fact that...," and then, "this formal learning has almost no impact on job performance. And informal learning, the major source of knowledge transfer and innovation, is left to chance."

Presumably several of those who read this review agree with Cross (as do I) that the value of formal learning tends to be exaggerated when, in fact, much of it has little (if any) enduring impact; and, that the value of informal learning tends to be underestimated when, in fact, the extent to which an organization achieves its objectives (whatever they may be) is determined almost entirely by how effectively those involved (at all levels and in all areas) communicate, cooperate, and collaborate (i.e. the Three Cs) on what must be done to achieve those objectives. For those in need of a single source to guide and inform their design and implementation of a knowledge exchange program that maximizes the Three Cs, Cross has written it.

Here are a few of the key points he makes throughout his narrative:

"Formal learning is like riding a bus: the driver decides where the bus is going; the passengers are along for the ride. Informal learning is like riding a bike: the rider chooses the destination, the speed, and the route."

Comment: That said, all organizations need traffic control, once the ultimate destination has been selected.

"Formal learning takes place in classrooms; informal learning happens in learnscapes, that is, a learning ecology. It's learning without borders."

Comment: That said, it seems reasonable to expect productive and beneficial application of what is learned to avoid what Jeffrey Pfeffer and Robert I. Sutton aptly characterize as a "knowing-doing gap." Cross duly notes, "Executives don't care about learning; they care about execution."

Meanwhile, we are well-advised to keep in mind what Peter Drucker observed in 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."

"It's not who you know that's important; it's who those others know."

Comment: Obviously, ever-expanding networks of contacts is very important. Those we know can connect us with those they know. We are also obliged to reciprocate.

"Most training is built atop the pessimistic assumption that trainees are deficient, and training is the cure for what's broken."

Comment: I agree. However, there are formal training programs now available as well as superb instructors to conduct them that can substantially improve various skills that include reading, reasoning, writing, public speaking, decision-making, problem-solving, and situation analysis.

"Created long before knowledge work was invented, accounting values intangibles such as human capital at zero and counts training as an expense instead of an investment."

Comment: In most organizations, that is true but thanks to Peter Drucker, Howard Gardner, Peter Senge, Thomas Davenport, and others, the situation is changing (albeit too slowly) and recently published books such as this one and Return on Learning will accelerate the transition to enlightenment at the governing board senior-management levels.

Years ago, after a substantial tuition increase at Harvard had enraged many parents, then president Derek Bok responded with a suggestion: "If you think education is expensive, try ignorance."

"Imagine having an in-house learning and information environment as rich as the Internet. You'd have blogs, search, syndication, podcasts, mash-ups, and more. You'd also have a platform just about everyone already knows how to use."

Comment: And imagine such an environment that also provides formal training programs that strengthen various skills (i.e. those relevant to learning, communication, management, and leadership) of all who share that environment so that each can take full advantage of all the opportunities available. What about the bottom-line? "Management must assign enterprise-level accountability for learning." Cross is dead-on: Without proper governance, there would be chaos. Is Cross recommending a balance of learning with work? No. "As work and learning become one, good learning and good work become synonymous."

Don't stop there. Why not establish and then sustain outstanding learning that occurs both formally and informally? In that event, outstanding learning and outstanding performance become synonymous.

Those who share my high regard for this book are urged to check out the aforementioned Return on Learning. Also, John Hager and Paul Halliday's Recovering Informal Learning: Wisdom, Judgement and Community as well as Corporate Agility: A Revolutionary Model for Competing in a Flat World co-authored by Charles E. Grantham, James P. Ware, and Cory Williamson, Kevan Hall's Speed Lead: Faster, Simpler Ways to Manage People, Projects and Teams in Complex Companies, Dean R. Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.

I've read articles by Jay Cross for years, and was pleased to get his book on the seminal topic of Informal Learning. Jay has a history of identifying trends and technology use for learning (he was among the first to use the term eLearning) so I was keen to read his thoughts on informal learning.

Widely acknowledged as the lion's share of corporate learning, informal learning is a difficult subject because it is even more nebulous and difficult to measure than formal learning. While there is a body of work on how to measure formal learning results including Kirkpatrick's levels, we have yet to determine realistic methods or measurements for informal learning. This book helps guide the learning industry in the right direction.

The value and ubiquity of informal learning is presented clearly and passionately by e-learning champion Jay Cross in this book. The notion of informal learning is very familiar, and most of us will understand immediately what Cross is getting at: every conversation, web site, conference, or collaborative enterprise tends to yield some new insight into the world. We are simply learning all the time.

The title of this review relates Cross's notion to one of my own observations about ubiquitous learning - namely, the "educational economy". Every one of these informal learning events is like a "transaction" in which some knowledge is shared, and in return the understanding or even reputation of the sharer is increased. The "real" educational economy, is very difficult to formalize, so what Cross would call "informal learning" is (to me at least) the portion of the educational economy that we have had trouble accrediting or otherwise keeping tabs on socially. Formal learning describes those artificial mechanisms, such as courses, (which Cross loudly proclaims are dead), that are easy to keep tabs on and can yield some educational benefit.

Informal Learning is, at its heart, a book rich with discussion of how we learn best, and what situations contribute to organic, self-driven learning - particularly in the workplace, but the ideas presented are really universal. Jay appropriately spends time discussing how the Internet has become the ultimate self-education tool, pointing out that "...my son and his peers [learn] everything from homework assignments to network administration on the Web. [That's] also where he learned a lot more than his dad ever did about meteorology, PERL, San Francisco politics, environmental action groups, obscure singers, and much more..." (166)

I'd like to sum up here just by sharing a quote from the book that I included on SR's website: "Many learners today are not self-directed; they are waiting for directions. It's time to tell them that the rules have changed. It's in their self-interest to become proactive learning opportunists." (175)

Formal learning is like riding a bus, it goes, starts and stops when & where someone else decides (bus driver and urban transport committee) - informal learning is then like riding a bicycle, you choose the time, route and destination.

Way more learning happens in the coffee room than the classroom, but firms continue to spend way more on formal training than informal learning - there is a huge disconnect right there. The theme is similar in KM - formal structured tools, top-down mandates, ROI and the smells of project management dominance, do little to enhance agility, awareness, creativity, shared understanding and meaning - which add the real value.

Jay talks about unblended learning, emergence, grokking, envisioning, unconferencing, connecting, conversation, community, web2.0 and JDI (just do it). He makes the point that classes are dead, that every learner needs to cultivate an ecology, share via voicing, communicate using stories and build common text by collaborative editing (wikis).

Jay has written this timely book in the form of short stories and vignettes, recounting his experiences and perspectives. I did not find much new stuff, although there are many interesting examples and truths, but Jay managed to hit the high spots so often, I was nodding in agreement as I read along. Clearly we all have to assume responsibility for our own awareness, learning and critical inquiry. Jay neatly illustrates the tools, hints at the practices (which need more refinement) and paints the landscape.

http://informl.com/

Jay Cross has written an invaluable book here for many reasons.

It can be hard to face up to, but the medieval basis of our education is suddenly and starkly out of touch with the needs of a post-network society. After reading this book, it's hard not to face up to that fact, because we now have a compelling, if nascent, alternative. The web enables a wholly different, but infinitely more effective approach to learning - through self-direction, and peer collaboration, motivated by individual choice, for example. As Jay points out, given the complexity and pace of change of 21st century life, we simply must change. (I have an 8 year -old daughter in school and it pains me to see what she's going through when it will all become obsolete in just a few years.) He outlines a kind of proto-pedagogical alternative, taking 'natural' learning as its starting point. He blends online/offline ideas with ideas from design, motivational psychology, etc, but is careful not to lose sight of learning objectives.

As an educator/trainer of over 20 years myself, I believe the book succeeds. Jay isn't a tremendous stylist, nor are his ideas wildly original, but he does exactly what is needed. He makes the case for alternative approaches to learning in a clear and simple way with plenty of diagrams, and examples. Although his focus is on corporate training, rather than traditional education, the implications reverberate. He brings years of training experience, together with an optimistic outlook to practice what he preaches. Having read his blog o ver the course of severalk months it has left it's makr on my own

The book is almost a metaphor for the kinds of challenge we face: hard to pin down, constantly changing, yet sometimes so obvious that we fail to see the significance. Jay doesn't have all the answers because that is the kind of (medieval) certainty he cautions against. He has brought an important discussion into the light of day. I don't know anyone who wouldn't benefit from this book.

Ken Carroll

wow. tim keel has written a leadership book that, well, isn't like others. i suppose i could put it in the same kind of category -- roughly -- as max depree's books (leadership jazz, and leadership is an art), in that tim doesn't prescribe a method, or give 5 or 10 or 21 irrefutable laws. instead, he brings his artist's perspective to the role of the leader, spending the biggest portion of his page real estate talking about cultural discernment.

killer stuff, really. when tim suggests, in the subtitle, that the kind of leadership we should embrace is one of narrative, metaphor and chaos... well, let's just say he clearly lives these three words out on the pages of this exceptional book.

This was much more than just a book about leadership. It was a book about the postmodern approach as well as an encouragement that faith does not and should not just be of the mind but also of the heart.

This book is a must read, and a must own! I am NOT an emergent village participant, and have NO plans on being one. I am a church planter, however, and this book has it! It is amazing, even if you are not an emergent follower, EVERY pastor should have this book of leadership in their library, and they should reference it often!

It's been a long time since I read a book that I couldn't put down... And the book was most likely a work of fiction. But this one is most certainly real stuff, as non-fiction as you can get. And even though I'm not a church leader, per se, something about Intuitive Leadership - Embracing a Paradigm of Narrative, Metaphor & Chaos, the latest literary endeavor by Jacob's Well Church pastor and Emergent Village co-founder, Tim Keel drew me in, bound my imagination, and wouldn't let me go until I turned the last page. Keel's experience, not only as a pastor and teacher, but as an artist, allowed him to effortlessly create a dialog that is as flowing and natural as it is compelling. This is a narrative that was forged as much by limber fingers dancing lightly (and sometimes very heavily) on the keyboard of a laptop computer as it was by dipping brush after brush into a multitude of jars of pigment. Keel's words leapt off of each page as if he were sitting right in front of me, narrating the very text that I was reading.

Read the entire review here:

http://sense-datum.org/tim/archive/2007/11/28/book_review_intuitive_leadersh/tim_samoff__weblog

If you have been going around in the Postmodern conversation for any amount of time, or are at all curious about the "Emergent Church", or are feeling like you keep stubbing the big toe of your faith, here is some real help. And do not let the title keep any one from reading. This is not just one more dry book on leadership. It is for you. Tim Keel brilliantly (please accept the praise Mr. Keel) weaves history, scripture, experience, and culture into something truly inspiring and useful to those with an eye on things to come. Or even on things that have been. I cheered out loud more than a few times as my heart was being reclaimed by Jesus. So many connections were made with the loose ends of my faith. And not in the form of easy answers, but with the asking of better questions. Did I mention that this is a brilliant work? The bottom line is that this is most likely the most important and engaging book i have read to date. And if in fact you are in a position of leadership, ( as I am ) this is a catalyst for honest growth that you will look a long time to better, or even equal for that matter. I could go on but instead will plead with you to trust your intuition..... it is as good as you would hope.