Sutton-Smith focuses on play theories rooted in seven distinct "rhetorics"--The ancient discourses of fate, power, communal identity, and frivolity and the modern discourses of progress, the imaginary, and the self. In a sweeping analysis that moves from the question of play in child development to the implications of play for the Western work ethic, he explores the values, historical sources, and interests that have dictated the terms and forms of play put forth in each discourse's "objective" theory

Who of us cannot remember the pain and humiliation of being rejected by our classmates? However thick-skinned or immune to such assaults we may become as adults, the memory of those early exclusions is as palpable to each of us today as it is common to human experience. We remember the uncertainty of separating from our home and entering school as strangers and, more than the relief of making friends, we recall the cruel moments of our own isolation as well as those children we knew were destined to remain strangers. In this book Vivian Paley employs a unique strategy to probe the moral dimensions of the classroom. She departs from her previous work by extending her analysis to children through the fifth grade, all the while weaving remarkable fairy tale into her narrative description. Paley introduces a new rule—“You can’t say you can’t play”—to her kindergarten classroom and solicits the opinions of older children regarding the fairness of such a rule. We hear from those who are rejected as well as those who do the rejecting. One child, objecting to the rule, says, “It will be fairer, but how are we going to have any fun?” Another child defends the principle of classroom bosses as a more benign way of excluding the unwanted. In a brilliant twist, Paley mixes fantasy and reality, and introduces a new voice into the debate: Magpie, a magical bird, who brings lonely people to a place where a full share of the sun is rightfully theirs. Myth and morality begin to proclaim the same message and the schoolhouse will be the crucible in which the new order is tried. A struggle ensues and even the Magpie stories cannot avoid the scrutiny of this merciless pack of social philosophers who will not be easily caught in a morality tale. You Can’t Say You Can’t Play speaks to some of our most deeply held beliefs. Is exclusivity part of human nature? Can we legislate fairness and still nurture creativity and individuality? Can children be freed from the habit of rejection? These are some of the questions. The answers are to be found in the words of Paley’s schoolchildren and in the wisdom of their teacher who respectfully listens to them.

For nearly two and a half millennia, Alexander the Great has loomed over history as a legend–and an enigma. Wounded repeatedly but always triumphant in battle, he conquered most of the known world, only to die mysteriously at the age of thirty-two. In his day he was revered as a god; in our day he has been reviled as a mass murderer, a tyrant as brutal as Stalin or Hitler. Who was the man behind the mask of power? Why did Alexander embark on an unprecedented program of global domination? What accounted for his astonishing success on the battlefield? In this luminous new biography, the esteemed classical scholar and historian Guy MacLean Rogers sifts through thousands of years of history and myth to uncover the truth about this complex, ambiguous genius. Ascending to the throne of Macedonia after the assassination of his father, King Philip II, Alexander discovered while barely out of his teens that he had an extraordinary talent and a boundless appetite for military conquest. A virtuoso of violence, he was gifted with an uncanny ability to visualize how a battle would unfold, coupled with devastating decisiveness in the field. Granicus, Issos, Gaugamela, Hydaspes–as the victories mounted, Alexander’s passion for conquest expanded from cities to countries to continents. When Persia, the greatest empire of his day, fell before him, he marched at once on India, intending to add it to his holdings. As Rogers shows, Alexander’s military prowess only heightened his exuberant sexuality. Though his taste for multiple partners, both male and female, was tolerated, Alexander’s relatively enlightened treatment of women was nothing short of revolutionary. He outlawed rape, he placed intelligent women in positions of authority, and he chose his wives from among the peoples he conquered. Indeed, as Rogers argues, Alexander’s fascination with Persian culture, customs, and sexual practices may have led to his downfall, perhaps even to his death. Alexander emerges as a charismatic and surprisingly modern figure–neither a messiah nor a genocidal butcher but one of the most imaginative and daring military tacticians of all time. Balanced and authoritative, this brilliant portrait brings Alexander to life as a man, without diminishing the power of the legend.

The first component of intelligence involves effective adaptation to an environment. In order to adapt effectively, organizations require resources, capabilities at using them, knowledge about the worlds in which they exist, good fortune, and good decisions. They typically face competition for resources and uncertainties about the future. Many, but possibly not all, of the factors determining their fates are outside their control. Populations of organizations and individual organizations survive, in part, presumably because they possess adaptive intelligence; but survival is by no means assured. The second component of intelligence involves the elegance of interpretations of the experiences of life. Such interpretations encompass both theories of history and philosophies of meaning, but they go beyond such things to comprehend the grubby details of daily existence. Interpretations decorate human existence. They make a claim to significance that is independent of their contribution to effective action. Such intelligence glories in the contemplation, comprehension, and appreciation of life, not just the control of it.—from The Ambiguities of Experience In The Ambiguities of Experience, James G. March asks a deceptively simple question: What is, or should be, the role of experience in creating intelligence, particularly in organizations? Folk wisdom both trumpets the significance of experience and warns of its inadequacies. On one hand, experience is described as the best teacher. On the other hand, experience is described as the teacher of fools, of those unable or unwilling to learn from accumulated knowledge or the teaching of experts. The disagreement between those folk aphorisms reflects profound questions about the human pursuit of intelligence through learning from experience that have long confronted philosophers and social scientists. This book considers the unexpected problems organizations (and the individuals in them) face when they rely on experience to adapt, improve, and survive. While acknowledging the power of learning from experience and the extensive use of experience as a basis for adaptation and for constructing stories and models of history, this book examines the problems with such learning. March argues that although individuals and organizations are eager to derive intelligence from experience, the inferences stemming from that eagerness are often misguided. The problems lie partly in errors in how people think, but even more so in properties of experience that confound learning from it. "Experience," March concludes, "may possibly be the best teacher, but it is not a particularly good teacher."

How does a teacher begin to appreciate and tap the rich creative resources of the fantasy world of children? What social functions do story playing and storytelling serve in the preschool classroom? And how can the child who is trapped in private fantasies be brought into the richly imaginative social play that surrounds him? The Boy Who Would Be a Helicopter focuses on the challenge posed by the isolated child to teachers and classmates alike in the unique community of the classroom. It is the dramatic story of Jason-the loner and outsider-and of his ultimate triumph and homecoming into the society of his classmates. As we follow Jason's struggle, we see that the classroom is indeed the crucible within which the young discover themselves and learn to confront new problems in their daily experience. Vivian Paley recreates the stage upon which children emerge as natural and ingenious storytellers. She supplements these real-life vignettes with brilliant insights into the teaching process, offering detailed discussions about control, authority, and the misuse of punishment in the preschool classroom. She shows a more effective and natural dynamic of limit-setting that emerges in the control children exert over their own fantasies. And here for the first time the author introduces a triumvirate of teachers (Paley herself and two apprentices) who reflect on the meaning of events unfolding before them.

What are toys? What do they represent beyond the literal image? Do they affect growth- are they learning tools, baby sitters, trivial objects with no particular significance? This book is the first systematic analysis of the role of toys in contemporary society. Employing history, anthropology, and psychology, as well as the first-hand accounts of players themselves, the author explores the myriad of meanings behind the toy.-- Book Jacket.

A thought-provoking guide to help you lean in to the discomfort of the unknown to turn creative opportunities into intentional design, from Stanford University's world-renowned d.school. “Navigating Ambiguity reminds us not to run from uncertainty but rather see it as a defining moment of opportunity.”—Yves Béhar, Founder and CEO, fuseproject A design process presents a series of steps, but in real life, it rarely plays out this neatly. Navigating Ambiguity underscores how the creative process isn’t formulaic. This book shows you how to surrender control by being adaptable, curious, and unbiased as well as resourceful, tenacious, and courageous. Designers and educators Andrea Small and Kelly Schmutte use humor and clear steps to help you embrace uncertainty as you approach a creative project. First, they explain how the brain works and why it defaults to certainty. Then they show you how to let go of the need for control and instead employ a flexible strategy that relies on the balance between acting and adapting, and the give-and-take between opposing approaches to make your way to your goal. Beautiful cut-paper artwork illustrations offer ways to rethink creative work without hitting the usual roadblocks. The result is a more open and satisfying journey from assignment or idea to finished product.