Resources Books

This is an excellent resource for anyone--manager or not--looking to bring out the best in their professional and personal relationships. As a former manager who's now self-employed, I wish I'd been briefed on Loehr and Emerson's secrets to coaching while trying to lead a team of 30. The Manager's Guide to Coaching is packed with so many clear, common-sense, intuitive tips that would have made me a much better leader! Now that I work for myself, I've already begun putting their essential life-skills to use when dealing with clients, friends, and family. The guide's concise, step-by-step approach lays out invaluable strategies for untangling difficult situations, communicating directly and compassionately, and moving stalled dialogue to the next level. This book has changed the way I interact with others--reminding me to be curious and ask open-ended questions, rather than simply giving answers. Whether you're managing a team of 100 or a team of one, do yourself--and your colleagues--a favor and read this book. It almost makes me want to become a manager again!

Both my wife and I found this book extremely helpful. My wife manages a retail store, and found the lessons and suggestions perfect for letting her coach her staff more effectively. I used the ideas in my own personal consulting business, and it has helped me be more effective in my business relations working with clients and contractors. I appreciate when someone (like the authors) can explain some of these concepts in an easy, understandable way, so this book was perfect for a variety of positions -- whether you're a professional manager or just someone who wants to use coaching to improve your own habits. Kudos to the authors for making this a fun and easy read!

An excellent book for those who want and need to be a coach in the workplace. In fact, this book is a 'coach' itself to the coach who is trying to coach! My first exposure to the concept of coaching--makes me want to learn more. Have purchased other copies for other managers in our office.

This book is a must for anyone who works in any industry interacting with people. Whether you are looking for improved ways to motivate your employees in order to achieve greater success or looking to enhance your own personal management relation skills, this is the perfect guide for you.

Whether you're a CEO or a new manager, working with this book will make your life easier.

I have read this book a number of times and share it with friends and associates. I have found the delivery interesting, and it moves along with stories and examples. The message is Universal. We are here to learn and grow. So "Carpe Diam."

One of the best business books ever written. Awesome insights which should be read over & over by anyone desirous of running a successful business.

No matter your business - corporation, sole propietor, financial, education - or your role within that business - owner, manager, new hire - this book can help you grow within that role. Not only can it help you professionally, but also personally. As a corporate trainer, I recommend it in all my management classes as well as to those who come to me for career coaching. It's a great, quick and powerful read.

This great book by Larry Wilson is all about choosing growth over fear. It's about the miracle of personal development and no one knows more about personal development than Larry Wilson.Playing to Win is a soup to nuts approach to personal development as only Larry Wilson can do.Are you playing it a little bit too safe? What is that costing you? Read Playing to Win. It may revolutionize your whole life as it has mine. Outstanding book.

This is a very solid book. I took a class provided by the company the authors either work for or own (I read the book as well). This was a tremendous gift for me to read this. Much of what prevents both businesses and individuals from reaching their potential is fear. This book deals with the very issues that commonly hold us back, and gives logical solutions to those issues. I learned things from this book that I was able to implement in my life that changed my personal and professional life for the better. I don't agree with every concept in here. However, I do have to admit that I was able to look at my life from a different perspective after I read this. I used concepts in this book (as well as the bible and other books) to challenge myself to get my nursing degree (which really helped the company that originally sent me to this), buy a home, and become a better husband. I might add that my company's production went way WAY up after a group from our clinic took this class (which is just the book in lecture format). No, I'm not saying this book will take all your problems away. I am saying that some of the concepts in here can only benefit an individual/company's life if implemented with a real desire to improve.

Have read many books on leadership. This one tops them all. Useful at home as well as at work. Focuses on who's vision we are really following.

This is one of the best books on leadership today. It teaches leaders at every level how to get Christians from focusing on a personal agenda to getting on God's agenda. One of the best books on leadership ever written. I use it for small group leadership training.

Henry and Richard Blackaby (father and son) are leaders the Southern Baptist denomination, with leadership demonstrated in the business and academic realms respectively. "Spiritual Leadership" is an attempt to tempter the current crop of leadership books, which focus on the American concept of rugged individualism and creating vision. Blackaby and Blackaby, in "Spiritual Leadership" recognize the practical wisdom contained in such books, yet seek to ground their arguments in the foundational concepts of service to Christ and fervent prayer.

Indeed, prayer and submission to God are the central elements around with the rest of the book turns. The authors argue that "creating a vision" and reliance upon human wisdom are foreign concepts Biblical teachings on leadership. They argue that man does not determine his own paths, but rather God prepares activities for his servants, works through them to accomplish these tasks, and then follows up to produce the success (defined by God himself) of the endeavor. To determine what this pre-determined activity is, Blackaby and Blackaby argue that prayer is essential.

The message is simple--seek God's will in strengthening your faith, in your major life decisions, and even in your day-to-day activities through prayer, then (once God's will is determined) humble yourself and faithfully carry out that will. Yet, the message is not simplistic. The authors present the concept thoroughly, addressing growing prayer life and leadership style; showing what spiritual leadership is and is not; addressing short-term issues and long-term ones; showing how this style of leadership plays out in a variety of settings; and providing pastoral encouragement. Although the simple message is consistent, the book never becomes repetitive or boring; rather the prose is fresh and stimulating throughout.

Now, I must admit skepticism based on certain doctrinal and practical principles. On the doctrinal side, I confess my belief that God communicates and communes with man through means--Scripture and Sacraments. On the practical side, I fear that people will simply imagine that God is "telling" them what they want to hear anyway--that is, that people will ascribe to God their man-centered ideas.

Although I still believe both hold water, I decided to follow Blackaby and Blackaby's advice and pray more fervently in the way they recommend to see if any change comes about. Indeed it had. Consistently praying (both prayers common to the church like the Lord's Prayer, Luther's Morning Prayer, and the weekly collects as well as idiosyncratic prayers), I found that my perceived connection to God strengthened, stress reduced, major decisions made with a strong sense of peace as I acknowledged God's direction, and even new, exciting opportunities presented.

While I would have liked to see this book focus a little more on holistic spirituality (e.g. the role of worship, daily Bible reading, Sacraments, etc) in the thorough way they presented holistic leadership, the fact remains that "Spiritual Leadership" is a positive, paradigm-changing book. This is true on the intellectual level (faithful servant versus rugged individual paradigms) and the spirituality level (my spirituality has deepened as a result of following the advice of the book).

How the arguments of "Spiritual Leadership" will play out in my life beyond the month trial or how my opinion of the book will shift as I increase in my understanding of prayer remains to be seen. Nevertheless, the command of our Lord to pray fervently remains, and Blackaby and Blackaby do a great service in showing how this command can be practically lived in a variety of situations.

The Blackablys have done a thorough job in researching and summarizing today's secular leadership teaching then contrasting it with spiritual leadership. They point out that many of the principles of secular leadership are of value but the underlying principle of spiritual leadership that differs from secular leadership is that we are to seek God's agenda and not our own. To make their point, early in the book they discuss Jesus as the model for spiritual leadership. Jesus, the very Son of God, did not seek His own agenda, but rather spent hours in prayer to align himself with God's agenda.

The Blackabys also do a great job teaching that spritual leadership is not just for leaders in the church. Spiritual leadership is also required of Christians that are in secular leadership roles. They give us many examples of US Presidents as well as military and corporate leaders that have aligned themselves to God's agenda and have been effective.

We are living in a world that is growing in complexity and the demands on leadership are ever increasing. The Blackabys have shown what an advantage spiritual leaders have in being able to align ourselves to the agenda of a wise and loving God rather than attempting to create our own agenda.

I found this book very engaging and was able to read through it without multiple pickups. By this I mean, that I didn't put it down for a few weeks and then pick it up again. Instead, I read through it in about four days. Overall, the book was very good. The only area I would have liked to have seen greater depth was in the decision making process. This was one of the shorter chapters and I felt the authors could have gone a little deeper here.

From a Christian perspective on leadership, this book would definitely be in my top five choices along with The Revolutionary Communicator, The Book on Leadership, Lead Like Jesus, and Christian Reflections on the Leadership Challenge. These other four are fine reads as well.

The book really speaks to the most urgent problem in todsy's workplace in my view: lack of trust. As we are all asked to do more with less (time, people and money), it is more important than ever to establish and sustain trust in the workplace. The techniques and skills set forth in the book are applicable to every walk of life. I highly recommend this book for anyone who wants to improve their relationships with others, as well as with themselves.

Hi - this book has helped me explain to my employees and colleagues the importance of trust in the work place and how we can enhance it.

We've probably all experienced that really bad job that drained every bit of creativity, energy, and enthusiasm we had. Perhaps you had that overbearing boss who had unrealistic expectations or that supervisor who wouldn't just trust you do your work. Maybe you worked in a place where suggestions or attempts to solve problems were quickly quashed or met with anger.

Trust and Betrayal in the Workplace unequivocally illustrates that such situations not only make the job a hassle but also inhibit the potential productivity of all employees. Basically, as the employee realizes that he or she (or others around them) is being devalued, he or she becomes less committed to doing the best job possible.

Dealing with the resulting morale issue is extremely challenging. Even if the actual problem is addressed, often lost trust is difficult to repair. For instance, if the company attempts to encourage employees to report potential problems, few will likely come forward because they can't possibly believe that they won't get yelled at or have their issues ignored once again. Trust and Betrayal in the Workplace explains that this situation need not be futile. There are ways to rebuild trust and address past issues to create a stronger, more productive business.

This is an excellent work that cuts through the typical babble that fills many pages of others books on the subject of trust. The content is exceeding meaty. The organization of the material is first-rate. One of the very best books on the subject. Highly recommended!

The Reina's develop understandable definitions and offer a well researched and thought out framework for both the development and practice of trust. They also offer practical and accessible vignettes and case studies illustrating the 'trust behaviors' that are so crucial to effective organizations and relationships.

Probably the most powerful part of the book is the section on Betrayal. Betrayal is a huge factor in our lives and we rarely talk about it. This book offers a language, method, and solution for both talking about betrayal and beginning the process of healing from it.

This is an important book for people interested in getting to the root of systemic problems in institutions, families, and relationships.

I highly recommend it!

This is a no none sense view of precious talent. Tulgan does an excellent job of showing managers don't have to just let their talent walk out the door. Sometimes the solution to keeping good people is a simple change of schedule of 30 to 60 minutes. This book has good ideas that don't cost money!

Winning the Talent Wars: How to Build a Lean, Flexible, High-Performance Workplace is the recent softcover edition of Tulgan's workplace classic. His workplace philosophy, "Talent is the Show" is applied to all areas of HR: staffing, compensation, coaching-style management, training, and career paths. The only difference between this book and the original hardcover edition, Winning the Talent Wars: How to Manage and Compete in the High-tech, High-speed, Knowledge-based, Superfluid Economy, is a new forward.

So we're not in the go-go late 90's early 2000's anymore.

That doesn't change the basic theme of this book.

Even in the recent economy, the power at work is shifting from the employer to the employee, especially when that employee is among the best performers.

The point Tulgan raises is that that this is not a matter of salary, but a matter of *compensation* Employees, especially the best employees, are seeking more and more to craft their own dream job or dream career. If someone doesn't get that with one employer, they are likely to leave for a place where they can come closer to accomplishing that.

What is ideal for one individual is not likely to be ideal for another individual, so Tulgan advocates a negotiation process, where the company and the supervisors, work to figure out what makes a person "tick" and to change the nature of employement to make the work environment fit that as much as possible. This could be flex schedules, work conditions, more/less travel, office location, etc.

However, this is not solely the employee in charge, as, by doing this, the business will keep their best and brightest and most productive employees, instead of losing the valuable training investments. Also, productivity will increase, and the carrot is mightier than the stick in Tulgan view (how strong is the threat of firing when people are more likely to pick up and leave?)

Tulgan also mentions thinking in terms of "work" rather than "jobs" and devotes sections of the book to management by coaching (in a number of respects) rather than "command and control."

While this book was written in 2001, the arguments are even more relevant as the economy has gotten more global, especially for the top performers. While some of the "power" may have shifted back to companies in the workplace for industries subject to outsourcing, giving them a larger worker pool, the top performers have a greater pool of EMPLOYERS. The need to have the top performers is stronger than ever.

Whether you're managing, looking to manage, or just looking at how to deal with managers (and what you CAN and SHOULD ask for as a term of employment) this book will tell you how the workplace will operate in at least the early part of this century.

The book lucidly explains the fundamental shift in employer-employee relationship in the new economy. Bruce Tulgan does an admirable job of showing that managers do not have to just let their talent walk out the door. This book has useful ideas that can save your company a lot of money. It is written in an immensely readable style and has some good humour.

Tulgan argues persuasively that in the new economy, every term of employment, including schedules, training, career paths, location, assignments, co-workers, pay, among others, will best be agreed through a negotiation process, so as to tailor it to the individual needs of the scarce talents, which he explains will enable the organization to retain the talent. Naturally, the most precious talent will have the most negotiating clout. All this entails a novel set of organizing principles for employing highly productive people in the new economy.

Companies are advised to reflect and take note of the kind of work place that Tulgan describes in his book. Unless action is taken timely to recruit and retain talent, then the future prosperity of an organization may be in doubt. As a senior manager in my organisation, the book was a wake-up call and showed me the things I can do right now to make the workplace a place where the best people will want to come to work.

The book is essential reading for both managers and workers. The managers will learn how to build a lean, flexible, high-performance workplace. The worker will be able to understand better the background of some people policies, such as why managers are more accommodating to "talents" demands and how they can adapt their aspirations accordingly.

In Good to Great, Jim Collins and his research associates learned that the great companies "...first got the right people on the bus, the wrong people off the bus, and the right people in the right seats -- and then they figured out where to drive it. The old adage 'People are the most important asset' turned out to be wrong. People are not [italics] your most important asset. The right [italics] people are."

The right people share the same values and, together, sustain their organization's commitment to those values. If involved in their organization's recruiting and interviewing process, as they should be, they will help to ensure that the right people will be hired (i.e. allowed on the "bus"). Obviously it is important to get talent and task in proper alignment. It is equally important to keep an organization's values in proper alignment with its objective.

Tulgan's important book is even more relevant and more valuable now than it was when first published about two years ago. As its subtitle correctly indicates, he explains "how to manage and compete in the high-tech, high-speed, knowledge-based, superfluid economy." That is to say, he wrote the book for decision-makers in all organizations (regardless of size or nature) to help them determine HOW to get "the right people on the bus, the wrong people off the bus, and the right people in the right seats"...and then keep them there.

All of the companies which Tulgan discusses (e.g. Johnson & Johnson and J.P. Morgan Chase) demonstrate one of Tulgan's core concepts: "In the new economy, every term of employment -- schedules, location, assignments, coworkers, pay, and more -- will be negotiation, whether you like it or not. The most valuable talent will have the most negotiating power. Every employment relationship will last exactly as long as the terms are agreeable to all parties." There is a new set of organizing principles for employing people in the new economy:

' Talent is the show.

' Staff the work, not the jobs.

' Pay for performance, and nothing else.

' Turn managers into coaches.

' Train for the mission, not for the long haul.

' Create as many career paths as you have people.

Tulgan devotes a separate chapter to each of these principles, explaining with meticulous care how to apply each to his reader's specific business situation. Note how these principles apply to any organization which competes for available talent and then is challenged to keep its best people who, more easily now more than ever before, can leave the "bus" whenever and wherever they wish. This situation is as common among the great companies whom Collins discusses as it is among the local merchants from whom we purchase various products and services.

Extensive research indicates that only one in 28-30 dissatisfied customers ever complains to the provider of the given product or service. All others simply never do business with that provider again...while continuing to express their dissatisfaction to family members, friends, and business associates. More often than not, customer dissatisfaction is the result of an unpleasant personal experience rather than because of a product defect. To extend Collins' metaphor, customers are among the "passengers" and can also get off the "bus" whenever and wherever they wish. Much has been written about the power of BUZZ (i.e. word-of-mouth) and the importance of creating "customer evangelists." From my perspective, winning the "talent war" is essential to winning the competition for customer's repeat business. A careful implementation of the strategies and tactics which Tulgan recommends in this book will help to achieve that ultimate objective.

Otherwise, not having "the right people on the bus...and in the right place," the "bus" will either never reach its destination or in the highly unlikely event that it does so, arrive with few (if any) "passengers" aboard.

I had been working with Unix and Linux flavors for sometime, and this book has been a blessing for me. I need a book that was willing to detail every aspect of the OpenBSD ( at least the most relevant), kernel, workarounds, etc. And it does its job. Many Thanks,ed

I purchased this book from Amazon on March 4th, 2007. Two months and five days later, after two conversations with Amazon employees who assured me that I would receive the book, they still have not shipped it.

It appears that Amazon simply does not have the book. I phoned the publisher, No Starch Press, and they don't have a copy either. A PDF is available for download, but that's all.

At this writing, the Amazon listing still says that the book "usually" ships in one to two weeks. Amazon is apparently selling a product that it does not have to sell.

If you want this book, you might do better to buy one of the used ones.

So many computer books today are 800 pages of word bloat. Michael not only keeps the writing lively, but in K&R fashion, he gives a lot of information in a succint way. Highly recommended and an easy read. Also note, he gives a complete picture of openbsd from A-Z Not too tedious and not too broad. I have not found a linux book this nice.

I'm no security freak, but I love the OpenBSD concept: security above all. When I took a course in Unix operating systems, I was introduced to OpenBSD, and recommended to purchase this text. Albeit outdated (it covers version 3.2, and OpenBSD is now at 4.0), the book offers an overview of all the basics, including 3 whole chapters on the pf firewall.

Because of its general nature, the author, Lucas, does not solely focus on pf, but instead adds flair to an extremely hostile operating system environment. I don't recall ever working with a more difficult system from scratch. Lucas really helped in getting me through some of the more cryptic areas of installation and configuration. The book itself is quite basic, so if you need something specific, like a korn shell book, look elsewhere. His style also makes the book itself a fun read, I must admit, because of his colorful presentation.

I've had this book for more than a year now.

This may be the most fun textbook-with-no-pictures I've ever read.

Realy I bought the book, I didn't have any OpenBSD contact and I bought the OpenBSD CDs to try it and play, and the book arrived before the OpenBSD's CDs and I begun to read, and learned me how to install OpenBSD, When the CDs arrived realy was very easy to install and get my first steeps in this OS.

There are many editions of Roget's Thesaurus, but this is one of the best. The print is large enough to easily read, and in each section there are several alternative words or ideas suggested. For example, if one looks up the idea "event" other closely related ideas are listed, and when one goes to the word section that reflect the idea of event, several alternate idea selections are listed with their corresponding number location (not just the word, but the word idea and its number location). This makes researching the concept much easier.

All in all this is the best thesaurus I have seen. Other thesaurus's which are more dictionary-like simply do not have the range of words and concepts that Roget's reflects. Believe me, if I had taken the time to research a few words for this review it would have been a lot better!

If you need a thesaurus get a Roget's, and this is one of the best Roget's you can buy. Plus, the price is good.

AD2

Bartlett's Roget is such a useful resource for me I recently bought a second copy. Unfortunately, the second copy proved to have a number of missing pages, a sad fact discovered after my 30 day return had expired. Enjoy the book - it's marvelous! - but check that it has all it's pages before you dig in.

The Thesaurus literally arrived the next day (and I think I ordered after the 12nn deadline). I was pleasantly surprised. I would do business with them again.

Upon first seeing (and hefting) this volume, I was impressed by its size and hopeful of its contents. After all, it has 1400+ good sized pages, and weighs... well - a bit! "Wow! What a resource!" I thought. Turns out: only 848 of those pages are the actual thesaurus, the other 567 are an index. To be fair, that Index is a useful addition; as I, for one, haven't mastered the left-brain heavy savoir faire apparently necessary to navigate the typical thesaurus. Likewise, the volume itself is useful. I looked long and hard before buying it, and think it is certainly one of the best on the market. This is by no means your `quick and dirty' Roget's Pocket version. It provides a lengthy treatment of most words I've had occasion to investigate. With Bartlett's, I bought The Synonym Finder as what I intended to be a supplemental companion volume. Using them together, however, I find they very often duplicate the exact same synonym lists. The major difference is that - for me - the latter is easier to use. To be fair, Bartlett's does have some special interest sections, such as a 4 ½ page list of Phobias: listed by name and type; or a list of "Children's Games and Party Games," etc. To be honest, as well as fair: in the year+ that I've used this volume, I've never had occasion to use that feature. To be positive as well as negative: in that same period of time, I've never sought a word and not found it listed in either volume. That's not `less than impressive' as I write for a living and do so on an advanced level, so the words I seek are not common fare. Finally: to be practical, the price tag attached to this item is quite reasonable, in my judgment. My advice is this: Both Bartlett's and The Synonym Finder are excellent volumes. Buy whichever one your brain will find easier to use. But don't buy both.

As a student, translator, and writer, this thesaurus has become one of my best friends. It is organized in a very creative way, with an index in the back referring to the various sections of the book's body, where terms are grouped by topic. In the index, you look up the word for which you need related words, and then you choose between the many terms under that heading, each with a distinct variation in meaning. You can thereby turn to the section that best relates to the meaning you are looking for.

Once you've turned to the section referred to in the index, you not only find an extensive list of synomyms for that term, but you also have, on that same page, words that are related but which fall in different parts of speech. That has been very useful for me. And since the terms are grouped by topic, you can look through neighboring entries and pages of entries, finding all kinds of similar and related words, whereas, in a traditional thesaurus layout, the only thing adjacent to your entry would be those words that start with the same letters.

In short, what makes this thesaurus so wonderful is that you have access to an extensive range of word power, since the words referenced in the entry you're interested in are not limited to the space just below the word itself: they are spread throughout the book in logical groups, and the index quickly directs you to the sense of the word that you are interested in.

I can write pages about how good this book is, but why when I can summarize it in one word. Excellent!

Peter's The Fifth Discipline Fieldbook is a must have for everybody who has read the original The Fifth Discipline or are in anyways interested on building learning organization.

In short, the book itself contains useful real life examples and tips & tricks on building learning organization. It really opens new point of views to see and solve problems. It has helped me at work and at personal life, it is 'more than asked I for'.

I recommend this book for anybody.

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.

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.

All the reviews written on this Amazon site for FIRST ART explain why this book is exceptionally good for toddlers, twos and other little guys. But what I like is that it also gives the adult in charge some clear hints for success as well as suggestions for easy prep and collection or selection of materials. This is the key to making things work for the little guys...if we are ready as adults with a clear idea of what's happening, we can make sure it is smooth and fun for the kids too. I also like how materials are very flexible: If you don't have cardboard, then use an old poster. If you don't have paint, use food coloring. If you don't have paper, use the evening newspaper. Many people whose kids are grown already know some of this (some, not all!!!), but if you're new to art with little ones, this is a life-saver. EXCELLENT!!

I wanted to thank all of the folks who have taken the time to review "First Art", a book of art projects and experiences for toddlers and two's. I've read every single review! How happy I am that this book is bringing great experiences to kids, and to their moms too. Thank you so very much to each of you for your wonderful reviews that remind me I am doing the right thing with my life!!!!
~ MaryAnn
w w w dot brightring dot com

I'm not very imaginative when it comes to "projects" for my kids (who are currently 3 and 1) so I love this book. I am thankful that there are people in the world with great ideas who share them in books. :P

First Art : Art Experiences for Toddlers and TwosI teach children 18 to 24 months great book with great ideas

I purchased this book so I could have more fun with my daughter, about a year and a half at the time of this review, and teach her a thing or two about creativity along the way. When I first got the book and read it, I LOVED it. There were tons of homemade recipes for saving money, ideas seemed relatively simple, yet fun, directions thorough... However, when I started implementing the ideas with my toddler, I slowly changed my mind.
I see a number of problems with this book:
Homemade recipes sound wonderful. You save money, you use ingredients you already have in your pantry, and you feel like such a handy supermom, what's not to love, right? Well, wrong...
First, the recipes often call for things I definitely don't have in my pantry, I was not even sure what some things were. For instance, cream of tartar. I wrote down a list of things I needed for a project and asked 3 employees at the store for it and all of them pointed me to tartar sauce. So, I had to go home empty-handed and do research online to find out what it was and why I needed it and where I could buy it, what I can substitute it for, etc. Most of the sources online seemed to indicate that it is something that used to be big in baking, but hardly ever needed now that we have baking powder. It'd be nice if the author provided some substitutions. I ended up using baking powder and it seemed to work alright. I later accidentally found cream of tartar in the spices section of my grocery store - and I looked in baking to no avail.
Another things is that a lot of recipes (80%, I'd say) call for tempera paint... If I'm going to buy paint, why buy tempera paint and mix it with stuff to make finger paints, might just as well buy finger paints - will probably end up cheaper. Same goes for, for example, a home-made blackboard. You need to buy the tape that has that chalkboard surface or chalkboard spray paint. Well, both are rather pricey, so it is almost as cheap to buy a ready-made chalkboard easel (not to mention much less trouble). Also, some recipes call for things like "an old grater you no longer use" (because you're going to be grating a bar of soap, for example) or "a big appliance box". I don't know if it's just me, but I think my Mom still uses the same grater she had when I was a year and a half and I don't buy big-screen TVs on a monthly basis... So, I don't really have all these lying around the house, nor is it always easy/cheap to find/buy one just when you want to try a project - often it really is easier and maybe even cheaper to just buy whatever it is you were going to make (case in point - beads).
Also, many recipes call for huge amounts of flour, salt, cornstarch, and food coloring. While those aren't that expensive in and of themselves (and food coloring CAN be), they add up! 4 cups of flour here, 4 cups of flour there, with a lot of these recipes not having the same shelf life as the store-bought equivalents. So, once again, the savings are questionable, even if we don't factor in the time we have to spend preparing stuff versus buying it ready-made.
The quality of projects.
My daughter is a pretty determined and focused toddler when she wants to be, but a lot of those projects are too contemplative to really keep her attention for more than 10 seconds. For instance, exploring the sounds and textures of a piece of foil or the much-favored by many feeley goop. My daughter was done exploring the sounds and textures of foil in 5 seconds and she did not want to explore the feeley goop at all after the initial try, so how was I supposed to make her realize that it has some unique qualities? The same goes for quite a number of projects that are meant to just "explore", but I realize that it is highly individual and there might be children out there who love those projects, just be aware that it is not automatic. Perhaps some of these activities would work well in a group, where children can feed off of each other's ideas and where interaction is already exciting enough, but for one child they can be a tad on a boring side and are over too quickly to be called an "activity".
Another thing in the projects I often have issues with is their messiness. The author does do a good job of outlining how to prep the working space, but with some projects, the colors will get splashed all over the place - it's toddlers we're talking about! I can cover a relatively large portion of the floor and the whole table, but I can't cover the walls and the ceiling... Not to mention that toddlers are known to run away in the middle of a project. So, unless you have a whole room you don't mind getting dirty and where you can contain your child (porch, sunroom, child-proof play room?), some of those projects will be just too much of a risky business to attempt in a nicer room. We live in a fully-carpeted apartment, and there is no way I'll be able to clean it up nicely if my child decides to have too much fun with one of the messier projects.
Finally, I find some "cooking" directions a little too sketchy. I have never made this thing before, I don't know what it should look and feel like, I actually ruined a couple of projects because I did something too soon or too late, even though I thought I was following the instructions religiously - there went 4 cups of flour and 2 cups of salt :-). Just so you don't think I'm a complete idiot, I do bake regularly and cook quite a bit too, and while sometimes my pizza dough made from scratch does turn out a little drier than I like, it is always edible, never a complete failure.
Overall, I'd say it's a good book with good ideas. If I were a kindergarten teacher, or had 2 or more kids of different ages, I'd probably rate this book better. But as a parent of only 1 child, I'd probably ever use only 1/3 of all the ideas of the book, with 2/3 being eliminated for one or several of the reasons mentioned above, which I find rather disappointing, since I am not paying only for the ideas I'm using...
Our favorite project so far? The bread. It did not taste spectacular (although was edible), but my daughter loved messing with the flour, watching it turn to dough, playing with the dough, etc.

Iam totally empressed with the contents of this book. But I think I knew I
would be. It points to the fact that what we receive from our pulpits all
across denominational barriors, influenced by our seminaries across the
nation are descreptincies in the interpitation of our rights as Christians.
If Jesus died for our sins on the cross, we are ready to grasp that fact.
However we are not taught that He also died for our sickness and all other
problums in our lives.We, as children of God, have the right to claim
what has been willed to us in His will & testament for us. But we have an
obligation to ourselves and our loved ones to gather around the table of
truth, to find for ourselves what His will is for our lives.so I urge all
christians to study the Bible, and know for themselves the truthes.
In Jesus name, Carl T. Coggins

This is masterfully written, solid, proven, best of the best, based on Scripture and years of God confirming His Word with signs following,just as He promised in His Word. The proverbial Philadelphia lawyer could not have laid out a more airtight case. Don't miss it. I sent a copy to a friend just diagnosed with cancer. He could not thank me enough.

I highly recommend this book for anyone , especially for those who need Physical or Spiritual Healing.

I am enjoying the book as a bibile study with my church. The book is easy to follow and understand.

This was a life changing book for me, as were FF Bosworth "Christ the Healer" and Norvel Hayes "How to Live and Not Die". I actually read the latter two first. While reading the scriptural teachings in those two books, I received healing and cancelled a scheduled surgical consult. While reading the scripture in "Healing the Sick," I received healing again from a different condition. Praise His Holy Name!

The latter two books are available on audio tape or CD.

A foundation from the Bible and the Holy Spirit, with the combination of teachings in these books, along with Kenneth E. Hagin Sr, Kenneth Copeland, and Keith Moore (all his are free on his website) have been invaluable healing resources for me. I pray you are blessed as well. Peace to you.