Discusses the issue of engagement, and nonengagement, of students in multicultural education programs.

What words come to mind when we think of God? Merciful? Just? Compassionate? Delving deep into the Bible, former evangelical preacher Dan Barker uncovers God's negative qualities: jealous, petty, unforgiving, bloodthirsty, vindictive--and worse! Witty and well researched, this unique atheist book explains exactly why the Scripture shouldn't govern our everyday lives. It makes a powerful argument for the separation of church and state.

#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

A Washington Post Book of the Year “Makes a powerful argument for building, as early as possible, the ability to stand up for what's right in the face of peer pressure, corrupt authority, and even family apathy.” —Psychology Today Why do so few of us intervene when we’re needed—and what would it take to make us step up? We are bombarded every day by reports of bad behavior, from the school yard to the boardroom to the halls of Congress. It’s tempting to blame bad acts on bad people, but sometimes good people do bad things. A social psychologist who has done pioneering research on student behavior on college campuses, Catherine Sanderson points to many ways in which our faulty assumptions about what other people think can paralyze us. Moral courage, it turns out, is not innate. But you can train yourself to stand up for what you believe in, and even small acts can make a big difference. Inspiring and potentially life transforming, Why We Act reveals that while the urge to do nothing is deeply ingrained, even the most hesitant would-be bystander can learn to be a moral rebel. “From bullying on the playground to sexual harassment in the workplace, perfectly nice people often do perfectly awful things. But why? In this thoughtful and beautifully written book, Sanderson shows how basic principles of social psychology explain such behavior—and how they can be used to change it. A smart and practical guide to becoming a better and braver version of ourselves.” —Daniel Gilbert, author of Stumbling on Happiness “Encouraged me to persevere through many moments when it felt far easier to stop trying.” —Washington Post “Points to steps all of us can take to become ‘moral rebels’ whose voices can change society for the better.” —Walter V. Robinson, former editor of the Boston Globe’s Spotlight Team “Sanderson offers sound advice on how we can become better at doing what we know is right.” —George Conway, cofounder of The Lincoln Project

"Speaking the Truth about Oneself is composed of lectures that acclaimed French philosopher Michel Foucault delivered in 1982 at the University of Toronto. As is characteristic of his later work, he is concerned here with the care and cultivation of the self, which becomes the central theme of the second and third volumes of his famous History of Sexuality, published in French in 1984, the month of his death, and which are explored here in a striking and typically illuminating fashion. Throughout his career, Foucault had always been interested in the question of how constellations of knowledge and power produce and constitute subjects. But in the last phase of his life, he became especially interested not only in how subjects are constituted by outside forces but in how they constitute themselves. In this lecture series and accompanying seminar, we find Foucault focused on antiquity, starting with classical Greece, the early Roman dynasties, and concluding with fourth- and fifth-century Christian monasticism. Foucault's claim is that, in these periods, we see the development of a new kind of act-"speaking the truth" (about oneself)-as the locus of a new form of subjectivity, which he deemed important not just for historical reasons but also as something modernity could harness anew or adapt to its own purposes"--