Despite heightened attention to the problem, bullying remains a scourge in U.S. schools, linked to a myriad of negative outcomes including substance abuse, suicides, and school shootings. As a young high school teacher, Tina Owen-Moore saw the damage being done by bullying first-hand and despaired. A former victim of bullying herself, Owen-Moore did what she could to help students see the harm and prevent it. But in 2005, when she and her fellow Milwaukee teachers were offered the opportunity to start new schools, Owen-Moore "knew what she had to do" - create a school in which bullying was not the norm. In The Alliance Way, Owen-Moore details the beliefs and practices that have made the Alliance School of Milwaukee a focus of national attention as a safe, student-centered and academically challenging school. The book illustrates how creating a safe and inclusive environment goes beyond a programming approach that targets bullying to a more holistic one where building relationships, restorative practices, and planning to prevent harm take center-stage.--

The New York Times Bestelling guide for managers and executives. Introducing the new, realistic loyalty pact between employer and employee. The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies. As a manager you want your employees to help transform the company for the future. And your employees want the company to help transform their careers for the long term. But this win-win scenario will happen only if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low. We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So, paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations. By putting this new alliance at the heart of your talent management strategy, you’ll not only bring back trust, you’ll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world. These individuals, flexible, creative, and with a bias toward action, thrive when they’re on a specific “tour of duty”—when they have a mission that’s mutually beneficial to employee and company that can be completed in a realistic period of time. Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today’s world of constant innovation and fast-paced change.

The official monthly record of United States foreign policy.

From the co-creator of the groundbreaking television show Twin Peaks comes an exciting adventure series with a unique combination of mystery, heart-pounding action, and the supernatural. Will West is a student of the Center—a school for an elite group of students. After exposing a sinister underground society of students known as the Knights of Charlemagne, Will discovers that he is developing supernatural physical and mental abilities. As he explores his new powers, he and his roommates investigate the Knights’ shadowy purpose and soon uncover a plot that could destroy life as we know it. The newly formed alliance will have to separate friend from foe as they prepare for the biggest fight of their lives.

More than we ever anticipated, alliances among firms are changing the way business is conducted, particularly in the global, high-technology sector. The reasons are clear: companies must increasingly pool their capabilities to succeed in ever more complex and rapidly changing businesses. But the consequences for managers and for the economy have so far been underestimated. In this new book, Benjamin Gomes-Casseres presents the first in-depth account of the new world of business alliances and shows how collaboration has become part of the very fabric of modern competition. Alliances, he argues, create new units of competition that do battle with one another and with traditional single firms. The flexible capabilities of these multi-firm constellations give them advantages over single firms in certain contexts, offsetting the advantage of a single firm's unified control. When managed effectively, alliances can strengthen a firm's competitive advantage and narrow the gap between leading firms and second-tier players. This often results in intensified rivalry, and the competition within an industry is transformed. Alliances often spread swiftly through an industry as firms jockey for advantage. Yet the very spread of alliances increases their costs and poses new limits on their use. Gomes-Casseres concludes that firms need to manage their constellations to enhance collaboration within their groups, while raising what he calls "barriers to collaboration" for rivals. These ideas are developed and illustrated through original case studies of alliances among U.S., Japanese, and European firms in electronics and computers, including Xerox, IBM, and Fujitsu as well as other small and large companies. The book should be of interest to business academics, managers, and general readers concerned with contemporary capitalism.

M’chel Riss and the Star Risk team are enjoying a little well-deserved R&R . . . until funds get a bit low. Then it’s time to swing back into action. The next thing they know, they’re in the middle of the weirdest gig they’ve had yet: a staged bank robbery that involves putting the money back. Oh, yes - and a full-fledged war over a new addictive consumer product. Things are always interesting in the high-flying world of corporate intrigue and espionage. Just the place for the Star Risk, Ltd., team.