As Congress and the president battle out the federal deficit, foreign involvements, health care, and other policies of grave national import, the underlying constitutional issue is always the separation of powers doctrine. In The Politics of Shared Power, a classic text in the field of executive-legislative relations, Louis Fisher explains clearly and perceptively the points at which congressional and presidential interests converge and diverge, the institutional patterns that persist from one administration and one Congress to another, and the partisan dimensions resulting from the two-party system. Fisher also discusses the role of the courts in reviewing cases brought to them by members of Congress, the president, agency heads, and political activists, illustrating how court decisions affect the allocation of federal funds and the development and implementation of public policy. He examines how the president participates as legislator and how Congress intervenes in administrative matters. Separate chapters on the bureaucracy, the independent regulatory commissions, and the budgetary process probe these questions from different angles. The new fourth edition addresses the line item veto and its tortuous history and prospects. A chapter on war powers and foreign affairs studies executive-legislative disputes that affect global relations, including the Iran-Contra affair, the Persian Gulf War in 1991, and American presence in conflicts such as Haiti and Bosnia. An important new discussion focuses on interbranch collisions and gridlock as they have developed since 1992.

This volume brings together the experiences and research of heritage practitioners, archaeologists, and educators to explore new and unique approaches to heritage studies. The last several decades have witnessed a rapid increase in the field of cultural heritage studies worldwide. This increase in the number of studies and in interest by the public as well as academics has effected substantial change in the understanding of heritage and approaches to heritage studies. This change has also impacted the perception of communities, how to study and protect the physical residues of heritage, and how to share the knowledge of heritage. It has brought the issue of who has knowledge and how the value of heritage can be shared more effectively with communities who then ascribe meaning and value to heritage materials. Heritage studies, until a few decades ago, exclusively studied the material culture of the past as part of elitist approaches that completely neglected communities’ rights to knowledge of their own heritage. Additionally, heritage practitioners and archaeologists neither shared this knowledge nor engaged with communities about their heritage. Communities were also mostly deprived from contributing to heritage and archaeological studies. This kind of top-down approach was quite common in many parts of the world. But recent studies and research in the field have shown the importance of including the public in projects, and that sharing the knowledge produced through heritage studies and archaeological works is significant for the protection and preservation of heritage materials; it has finally been understood that excluding the public from heritage is not ethical. This publication presents a wide array of case studies with different approaches and methods from many parts of the world to answer these questions.

First Published in 2007. Routledge is an imprint of Taylor & Francis, an informa company.

"Cohen and Bradford give both leaders and followers the tangible tools they need to create high performance. Their transformational leadership system is both sophisticated enough to capture the realities of life in today's organizations and simple enough to be immediately useful to managers in any part of the world. This book will be read, re-read, and sent to bosses everywhere."--Rosabeth Moss Kanter, author of Rosabeth Moss Kanter on the Frontiers of Management "In Power Up, Bradford and Cohen not only convincingly argue the benefits of leading by building a shared responsibility team, they also describe in detail how to do it. Loaded with many powerful examples and detailed cases that bring their concepts to life, this book will inspire any leader."--Jerry Porras, coauthor of Built to Last and Lane Professor of Organizational Behavior and Change, Stanford Business School "Traditional assumptions about the roles of managers and subordinates are barriers to long-range success . . . Bradford and Cohen provide practical insights into how to transform the leadership systems of modern business organizations, and these insights should be shared among employees and managers at all levels."--Yotaro Kobayashi Chairman and CEO, Fuji-Xerox "Post-heroic leadership and shared responsibility teams have made a big difference in how we operate at Autodesk. Power Up is critical reading for every manager in high-tech." --Carol Bartz President and CEO, Autodesk "Power Up's message is clear: in today's business arena, global players must rely on shared leadership, not a single voice. Post-heroic leaders place responsibility where the knowledge is: at every level. Siemens is committed to this new way of working."--Dr. Heinrich von Pierer President and CEO, Siemens Countless articles and books have called for an end to "heroic," command-and-control management. In principle, at least, business has heeded that call. Acknowledging the need for employee leadership and shared responsibility, companies worldwide have invested heavily in every variety of employee-empowerment program. Yet, such reform efforts seldom have any lasting effect, and managers and subordinates quickly slip back into old follow-the-leader patterns of thinking and behaving. Does this mean that the skeptics were right all along? Are participative management, self-directed work teams, and other popular empowerment programs just part of a futile effort to change "human nature"? Not at all, say David L. Bradford and Allan R. Cohen in this practical follow-up to their international bestsellers Managing for Excellence and Influence Without Authority. They show conclusively that to believe this grossly underestimates human capabilities and sacrifices any chance for success in today's fiercely competitive global marketplace. Drawing upon close observation of successful leaders and followers, Bradford and Cohen reconceptualize shared leadership to show how it requires tough and decisive behavior from managers and those who report to them. The authors provide a blueprint for making it work personally and in your organization, whatever your position or formal power. Exercising their critically acclaimed talent for translating complex concepts into actionable advice and guidance, they show how to create a dynamic, supercharged organizational culture of shared responsibility. Using many real-life examples and vignettes, the authors reveal the mind-traps that keep organizations locked into outmoded concepts of leadership. A pathbreaking contribution to the new leadership from two pioneers in the field, Power Up arms managers with the concepts and tools to release the potential of employees for greater heights of productivity and performance.

After Barbara Frechette arrived in Colombia in 1994 as the wife of the United States ambassador, she witnessed the fascinating rise of powerful women leaders during the uncertainty of a dangerous drug war that raged for years. Fascinated as to how and why women progressed with such extraordinary speed in Colombia despite facing seemingly insurmountable obstacles, Frechette asked seven influential women leaders to analyze this paradoxical development. In this re-released version of her original comprehensive study of a women's movement in Colombia that sprang to life after women won the vote in 1957 and blossomed in 1998 when two of the women in this book ran for president, Frechette offers captivating chronological leadership profiles of outstanding women and the family influences, leadership styles, and religious roots that inspired them to seek to better their nation, despite death threats and risks of political exile.

Does power sharing bring peace? Policymakers around the world seem to think so. Yet, while there are many successful examples of power sharing in multi-ethnic states, such as Switzerland, South Africa and Indonesia, other instances show that such arrangements offer no guarantee against violent conflict, including Rwanda, Yugoslavia, Zimbabwe and South Sudan. Given this mixed record, it is not surprising that scholars disagree as to whether power sharing actually reduces conflict. Based on systematic data and innovative methods, this book comes to a mostly positive conclusion by focusing on practices rather than merely formal institutions, studying power sharing's preventive effect, analyzing how power sharing is invoked in anticipation of conflict, and by showing that territorial power sharing can be effective if combined with inclusion at the center. The authors' findings demonstrate that power sharing is usually the best option to reduce and prevent civil conflict in divided states.

Thisÿ8-hourÿfree course explored the notion of lifelong learning, and considered how becoming a co-researcher can transform educational practice.