Part 1. Local Party Organizations and the Electoral Landscape. Introduction -- Local Parties and their Leaders -- What Do Local Party Chairs Do? -- Chairs and Candidates: Recruiting and Support -- Local Parties and Election Outcomes -- Part 2. How Chairs View Candidates. Introduction to Part 2 -- Money, Commitment, and Community Ties -- Candidate Gender -- Candidate Race and Ethnicity -- Candidates' Policy Dispositions -- Small Power.

Tiny changes to transform your life We’ve all set out to change our lives with big plans, bold ideas, and brilliant ambitions. And too often those resolutions and plans have lasted for a day or two before real life swoops in and we are back to normal. Or, perhaps even more frequently, we find ourselves so overwhelmed with life that we feel utterly powerless to even attempt to change anything. The Power of Small offers a way forward. Instead of pushing for large, dramatic changes, Aisling and Trish Leonard-Curtin help readers make small, manageable changes in their lives. Everyday decisions pile up to create transformation. Instead of being daunted by your goals and dreams or paralyzed by the business of life, The Power of Small will help you take the practical, approachable steps that will change your life, even if you feel completely stuck or defeated. As practicing psychologists, Aisling and Trish know first-hand the power of the techniques outlined in The Power of Small and have based their writing on numerous case studies and the latest psychological research. Emphasizing self-compassion and real, actionable steps, The Power of Small will empower you to make big changes in your life—one small step at a time.

In this work we discuss selected topics on small-depth computation, presenting a few unpublished proofs along the way. The four sections contain: (1) A unified treatment of the challenge of exhibiting explicit functions that have small correlation with low-degree polynomials over {0, 1}.(2) An unpublished proof that small bounded-depth circuits (AC0) have exponentially small correlation with the parity function. The proof is due to Klivans and Vadhan; it builds upon and simplifies previous ones. (3) Valiant's simulation of log-depth linear-size circuits of fan-in 2 by sub-exponential size circuits of depth 3 and unbounded fan-in. To our knowledge, a proof of this result has never appeared in full. (4) Applebaum, Ishai, and Kushilevitz's cryptography in bounded depth.

A leadership and learning expert shows you how to change your behavior, develop soft skills, and achieve personal and professional growth through a series of small experiments she calls “Flexing.” A personnel shift at your organization puts you into a leadership role you don't feel prepared for. Your boss tells you that you seem aloof and unapproachable in client meetings. You need to win the support of the members of a local community group for a project you feel passionate about. Addressing these diverse issues depends on improving your soft skills—such as time management, team building, communication and listening, creative thinking, and problem-solving. But this isn’t as easy as it may seem. Sue Ashford, the chair of the Management and Organizations group at the Ross School of Business, has the solution. In this timely book, she introduces Flexing—a technique individuals, teams, and entire organizations can use to learn, grow, and develop their skills and knowledge with every new project, work assignment, and problem. Flexing empowers you to embrace any challenge and adapt to any change, yielding practical, valuable takeaways that ensure growth. Flexing helps you move ahead when you’re confronted with a new challenge, or simply want to develop a vital skill. It’s a journey that begins with setting a flex goal—stating explicitly what you want to learn and how you want to grow. Once that flex goal is set, you then begin to run experiments, solicit feedback from peers or colleagues, and monitor and tweak your progress on the way to achieving your goal. Flexing can be tailored to each person, allowing you to reflect on your own experiences and incorporate the lessons you learn in the next project you tackle. It’s a growth mindset that will help you become the best version of yourself. Flexing also works with teams and organizations. Ashford teaches small groups and large how to implement flexing to ensure their members are ready for new challenges. With more people moving to remote working full-time and developing new ways of collaborating in teams, this warm and practical guide will help every professional and any organization on the journey to greater effectiveness.