Thomas Sowell’s “extraordinary” explication of the competing visions of human nature lie at the heart of our political conflicts (New York Times) Controversies in politics arise from many sources, but the conflicts that endure for generations or centuries show a remarkably consistent pattern. In this classic work, Thomas Sowell analyzes this pattern. He describes the two competing visions that shape our debates about the nature of reason, justice, equality, and power: the "constrained" vision, which sees human nature as unchanging and selfish, and the "unconstrained" vision, in which human nature is malleable and perfectible. A Conflict of Visions offers a convincing case that ethical and policy disputes circle around the disparity between both outlooks.

The theme of the 21st annual meeting of the American Association of State Colleges and Universities (AASCU) was consideration of the missions of member institutions and the leadership required to execute them. Through institutional visions, the creative process of education takes place, and the hard decisions of higher education leaders help ensure that the visions are fulfilled. Papers include: "Visions and Revisions" (keynote, Leon Stein); "The Administration Program for Higher Education" (Terrell Bell); "Visions...Decisions...and Real Leadership" (Reatha Clark King); "Partners Still!" (spouses' session, Marguerite Walker Corbally); "The Decision to Lead" (Mary Jean Pew); "An Overview of Brazil's Development and of U.S./Brazilian Relations" (Antonio F. Azeredo da Silveira);"Federal Relations in a Changed Environment" (E. K. Fretwell, Jr.); Presentation Address for the G. Theodore Mitau Award (Glenn S. Dumke); reports of the AASCU president and treasurer; report on the Council on Postsecondary Accreditation; and report on the Office for the Advancement of Public Negro Colleges. Also included are the associations' resolutions and officers' election notes, and a tribute to, presentation to, and acceptance remarks by Merze Tate, recipient of the Distinguished Alumnus Award. (MSE)

This book illustrates how teachers of elementary-age writers bring their beliefs about teaching and learning to life--through the visions they hold for writers, writing, and the world, as well as through the decisions they make every day in their classrooms. Teachers today face contextual challenges and pressures that may conflict with their visions of effective teaching. Katie Van Sluys demonstrates how to (re)claim our professional practice to ensure that young people have the opportunity to become competent, constantly growing writers who use writing to think, communicate, and pose as well as solve problems. Using NCTE's Beliefs about the Teaching of Writing as a starting point for understandings about writing research and what it can tell us about effective writing practices in elementary classrooms, Van Sluys invites us to articulate our own beliefs as we explore why and what we write, how we write and how we teach, how we assess progress, and how we advocate for the practices we believe in. Through real classroom examples and teacher and student reflections, she helps us understand how the decisions that both we and our students make today can help them not only learn to write well but also to use writing to create the world they want to live in.

Your next professional move can make or break your career. Are you ready? In business, especially today, you are only as successful as your next career transition. Do well, and you'll be on the fast track to even more challenging roles. Fail, and you could irreparably harm your career--and your organization. In his international bestseller The First 90 Days, transition guru Michael D. Watkins outlined a set of basic principles for getting up to speed quickly in new professional roles. Since that book was published Watkins has worked with thousands of leaders, helping them to accelerate their transitions. These leaders posed challenging questions on how to apply the basic principles in real-life situations. The truth that emerged: the First 90 Days framework can be applied in every transition, but the way you apply it is entirely different when you have been promoted to a higher level than it is when you are joining a new organization or taking a role in a different country. Master Your Next Move answers a distinct need, focusing on the most common types of transitions leaders face and the unique challenges posed by each. Based on years of research, and now with a new introduction, this indispensable book explores eight crucial transitions virtually everyone encounters during their career, including promotion, leading former peers, onboarding into a new company, making an international move, and turning around a business in crisis. With real-world examples and many practical models and tools, Master Your Next Move is your guide to surviving and thriving as you make your next move . . . and every one after that.

Vocation is more than a job. It is our relationships and responsibilities woven into the work of God. In following our calling to seek the welfare of our world, we find that it flourishes and so do we. Garber offers here a book for parents, artists, students, public servants and businesspeople—for all who want to discover the virtue of vocation.

"Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way.”—Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule “Maybe you’re a decent boss. But are you a superboss? That’s the question you’ll be asking yourself after reading Sydney Finkelstein’s fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader.”—Daniel H. Pink, author of To Sell Is Human and Drive A fascinating exploration of the world’s most effective bosses—and how they motivate, inspire, and enable others to advance their companies and shape entire industries, by the author of How Smart Executives Fail. A must-read for anyone interested in leadership and building an enduring pipeline of talent. What do football coach Bill Walsh, restauranteur Alice Waters, television executive Lorne Michaels, technol­ogy CEO Larry Ellison, and fashion pioneer Ralph Lauren have in common? On the surface, not much, other than consistent success in their fields. But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses. After ten years of research and more than two hundred interviews, Finkelstein—an acclaimed professor at Dartmouth’s Tuck School of Business, speaker, and executive coach and consultant—discovered that superbosses exist in nearly every industry. If you study the top fifty leaders in any field, as many as one-third will have once worked for a superboss. While superbosses differ in their personal styles, they all focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers—while also expanding their own networks and building stronger companies. Among the practices that distinguish superbosses: They Create Master-Apprentice Relationships. Superbosses customize their coaching to what each protégé really needs, and also are constant founts of practical wisdom. Advertising legend Jay Chiat not only worked closely with each of his employees but would sometimes extend their discussions into the night. They Rely on the Cohort Effect. Superbosses strongly encourage collegiality even as they simultaneously drive internal competition. At Lorne Michaels’s Saturday Night Live, writers and performers are judged by how much of their material actually gets on the air, but they can’t get anything on the air without the support of their coworkers. They Say Good-Bye on Good Terms. Nobody likes it when great employees quit, but super­bosses don’t respond with anger or resentment. They know that former direct reports can become highly valuable members of their network, especially as they rise to major new roles elsewhere. Julian Robertson, the billionaire hedge fund manager, continued to work with and invest in his former employees who started their own funds. By sharing the fascinating stories of superbosses and their protégés, Finkelstein explores a phenomenon that never had a name before. And he shows how each of us can emulate the best tactics of superbosses to create our own powerful networks of extraordinary talent.