The book is very well-structured. . . [It] provides a timely contribution to a conversation with a long history, and debates over the nature and purpose of the university seem certain to figure prominently in educational discourse for many years to come. Peter Roberts, Journal of Educational Administrative and History Drawing from experience as a professor in innovation and entrepreneurship and as a consultant to universities, Wissema offers deep insights into management of the modern universities. The book is well-written and all those university administrators who wish to transform their universities into entrepreneurial universities would find the book very useful. Jandhyala B.G. Tilak, Journal of Educational Planning and Administration In Central and Eastern Europe, universities are struggling to adapt to the new economic and institutional situations. The concept of the Third Generation University is powerful in giving direction. In addition, the book offers much practical advice, taken from the author s experience as a consultant to universities. Marjan Bojadzhiev, University American College Skopje, Macedonia Although the quality of university management makes or breaks the effectiveness and efficiency of a university, most university managers come unprepared to the job while only few books and courses in the subject are available. This book offers, amongst other things, welcome insights into the issue of university management. In Wageningen, the concept of the Third Generation University has proven to be inspiring, challenging and operational. It enabled us to develop science for Impact for a variety of new stakeholders. M. Kropff, Wageningen University and Research Centre, the Netherlands This book demonstrates that universities are subject to fundamental change, evolving from science-based, monodisciplinary institutions into transfunctional, international know-how hubs named third generation universities or 3GUs. J.G. Wissema explores the combination of forces that propel this dramatic change, tracing the historic development of universities, and exploring the technology-based enterprises, technostarters and financiers for start-ups and young enterprises that are the main partners of these 3GUs. He goes on to illustrate that universities play a new role as incubators of new science- or technology-based enterprises and take an active role in the exploitation of the knowledge they create. The book concludes with suggestions regarding the way in which changes in the university s mission should be reflected in subsequent organisational changes. Offering practical advice on the route forward for universities, and elucidating the role of education in entrepreneurship, this unique book will prove invaluable to academics and practitioners who seek to implement and facilitate changes for 3GU status. It will also appeal to students and researchers with an interest in business and management, education, entrepreneurship and public policy on education.

Third generation coaching proposes a form of dialogue where coach and coachee are focused on creating space for reflection through collaborative practices and less concerned with fabricating quick solutions. Aspiring to achieve moments of symmetry between coach and coachee, where their dialogue is driven by a strong emphasis on meaning-making, values, aspirations and identity issues. Coach and coachee meet as fellow-humans in a genuine dialogue. Marking a new trend in coaching, based on the acknowledgement of changes in society, learning and knowledge production, as well as leadership, while distinguishing itself from the existing models (pop coaching, GROW model, etc.). Third generation coaching is based on a fresh analysis of our society – a society that is characterized by diversification, identity challenges, abolition of the monopoly of knowledge, lifelong learning, and the necessity for self-reflection. Providing quality material to guide ambitious practitioners and high level coaching education programs, in an accessible format. A Guide to Third Generation Coaching advocates a revisited and innovative approach to coaching and coaching psychology, advantageous for learners and practitioners alike, by supporting the reader as a reflective practitioner. ”In this insightful book Reinhard Stelter takes coaching to a new level. With its new perspective, it will make an outstanding contribution to the field.” Prof Stephen Palmer, Centre for Coaching, London, UK, President of the International Society for Coaching Psychology (ISCP) “This book is a wonderful contribution to further theoretical understanding and evidence-based practice within Coaching and Coaching Psychology. Reinhard provides us with a look at the foundations contributing to this field, the benefit of his experience and learning, and the evolution of thinking to our current state. Whether you are a coach, coaching psychologist, leader, manager or student, you will find this an excellent resource to expand your thinking, reflection, exploration, and learning on your journey.” Diane Brennan, MBA, MCC, Past-President International Coach Federation (ICF) in 2008 “A thoughtful and wide ranging journey through the philosophy of coaching. Professor Stelter brings positive psychology, dialogue, and narrative approaches together into a model of coaching designed to meet the needs of clients in today’s world.” Dr. Michael Cavanagh, MClinPsy, PhD, Deputy Director, Coaching Psychology Unit, School of Psychology, The University of Sydney

From the acclaimed author of the Harlem Detectives series, a powerful autobiographical novel about a black family tortured by colorism as it strives to live up to the myth of the Black middle class in white, post-war America Lillian Taylor is obsessed with middle-class respectability. Despite the fact that her parents were enslaved, she is possessed by the delusion that her ancestors were white. But she's married to a dark-skinned man and ridicules him mercilessly for his complexion. After one bitter incident sullies Mr. Taylor’s reputation, he is forced to resign his job at a small Black college in Missouri and move his family elsewhere—the first of several relocations that strain things further. Caught in the middle of this dysfunction is Charles, the youngest of three boys, who is left alone with their scornful mother after his brothers manage to escape. As their situation becomes ever more precarious, Charles becomes the focus of his mother’s domineering attention, resulting in an inability to fit into either black or white society. When Charles succumbs to a self-ruin borne of this struggle, it embodies the tragic failures of his fractured family. Drawn from Himes’s own childhood and adolescence, The Third Generation is a devastating look into the ghastly effects of internalized racism and the rage that erupts from America’s failed promises.

The concept of the “Creative University” signals that higher education stands at the center of the creative economy indicating the growing significance of intellectual capital and innovation for economic growth and cultural development. Increasingly economic activity is socialised through new media and depends on immaterial and digital goods. This immaterial economy includes new international labour markets that demand analytic skills, global competencies and an understanding of markets in tradeable knowledges. Delivery modes in education are being reshaped. Global cultures are spreading in the form of knowledge and research networks. Openness, networking, cross-border people movement, flows of ideas, capital and scholars are changing the conditions of imagining and producing creative work. The economic aspect of creativity refers to the production of new ideas, aesthetic forms, scholarship, original works of art and cultural products, as well as scientific inventions and technological innovations. It embraces both open source communication as well as commercial intellectual property. This collection explores these ideas as the basis for a new development agenda for universities.

There have been two critical leadership approaches. First Generation Leadership (command and control) was the dominant model until the 1940s. Second Generation Leadership (compliance coupled with rewards and punishments) is still dominant today. This approach is being rejected by 'Generation Y ', threatening the longevity of traditional organisations. In Third Generation Leadership and the Locus of Control, Douglas Long acknowledges the need for a leadership approach that elicits engagement, commitment, and enhanced personal, group, and organisational accountability. This is Third Generation Leadership. At its core lies the issue of where we centre our brain's locus of control and how this impacts on our understanding of and approach to leadership. With examples from everyday situations, underpinned by research, this book is about understanding and applying aspects of neuroscience critical for tomorrow's world. It provides a framework for addressing problems through insights into how the way we use our brains affects values, worldviews and behaviours. The author introduces the concept of 'red zone - blue zone' to explain the differences between a brain controlled by its stem-limbic areas (red zone) and the limbic-cortical cortex areas (blue zone). This becomes a short hand for describing and applying knowledge from neuroscience to encourage practitioners in leadership and management roles to achieve desired outcomes through becoming acquainted with different areas of their brain. Anyone grappling with what is required to deal with Generation Y people in a networked and mobile age will welcome this introduction to the world of third generation leadership.

A Third University is Possible unravels the intimate relationship between the more than 200 US land grant institutions, American settler colonialism, and contemporary university expansion. Author la paperson cracks open uncanny connections between Indian boarding schools, Black education, and missionary schools in Kenya; and between the Department of Homeland Security and the University of California. Central to la paperson’s discussion is the “scyborg,” a decolonizing agent of technological subversion. Drawing parallels to Third Cinema and Black filmmaking assemblages, A Third University is Possible ultimately presents new ways of using language to develop a framework for hotwiring university “machines” to the practical work of decolonization. Forerunners: Ideas First is a thought-in-process series of breakthrough digital publications. Written between fresh ideas and finished books, Forerunners draws on scholarly work initiated in notable blogs, social media, conference plenaries, journal articles, and the synergy of academic exchange. This is gray literature publishing: where intense thinking, change, and speculation take place in scholarship.

The world of education is being radically altered with the change being driven by technology, openness, and unprecedented access to knowledge. Older correspondence-style methods of instructional delivery are passé and “classroom adapted to the web” approaches to learning are often ineffective and do little to harness the transformational potential of technology. E-Learning scenarios, mobile technologies, communication and information access, and personal learning environments are becoming mainstream and, as a result, control of the learning process is shifting away from institutions and into the hands of learners. This volumes promotes a forward-thinking agenda for research and scholarship that highlights new ideas, deep insights, and novel approaches to “unconstrained” learning.