The management of chronic disease and the contribution patients make to their own care is attracting widespread attention, nationally and internationally. This is the first book to bring together those who have been instrumental in developing this practice, and to assess the value it holds for the different groups involved.

This valuable new series gives training professionals everything they need to design and deliver workshops on some of the hottest topics in training. Each tool kit is ready to use as is or to adapt to meet specific needs.

"The way we manage organizations seems increasingly out of date. Deep inside, we sense that more is possible. We long for soulful workplaces, for authenticity, community, passion, and purpose. In this groundbreaking book, the author shows that every time, in the past, when humanity has shifted to a new stage of consciousness, it has achieved extraordinary breakthroughs in collaboration. A new shift in consciousness is currently underway. Could it help us invent a more soulful and purposeful way to run our businesses and nonprofits, schools and hospitals? A few pioneers have already cracked the code and they show us, in practical detail, how it can be done. Leaders, founders, coaches, and consultants will find this work a joyful handbook, full of insights, examples, and inspiring stories."--Page [4] of cover.

Drawing on input from people with long-term ailments, this book points the way to achieving the best possible life under the circumstances.

This book will support an issue as important as self-management of chronic diseases, es- cially AD, in finding its way into the daily life of patients and their caregivers as well as into treatment worldwide. It is written for healthcare professionals, aging researchers/scientists, patients with Alzheimer’s disease and their caregivers, managers of eldercare facilities, public health authorities, umbrella organisations of Alzheimer associations, Alzheimer associations, health care administrators, health economists and government officials. It is my pleasant duty to thank Merz Pharma (Schweiz) AG in Allschwil-Switzerland to purchase 40 copies of the book. To finish this book, a long and sometimes arduous path had to be traveled. Now that it is over, I feel profoundly thankful towards all authors for participating in this project, p- ticularly Eva Krebs-Roubicek, MD for her contribution, the three models on the cover of this book; and especially to Julie and Jean-Luc for their great understanding and loving - sistance. Sabine Bährer-Kohler, Editor of the book VII Foreword Alzheimer’s disease is one of those diseases which is steadily increasing worldwide. Treating Alzheimer’s disease is able to modify its course but does not yet cure it. Alzheimer’s disease is an enormous challenge not only for the afflicted person but also for the relatives.

Smart leaders know that they would greatly increase productivity and innovation if only they could get everyone fully engaged. So do professors, facilitators and all changemakers. The challenge is how. Liberating Structures are novel, practical and no-nonsense methods to help you accomplish this goal with groups of any size. Prepare to be surprised by how simple and easy they are for anyone to use. This book shows you how with detailed descriptions for putting them into practice plus tips on how to get started and traps to avoid. It takes the design and facilitation methods experts use and puts them within reach of anyone in any organization or initiative, from the frontline to the C-suite. Part One: The Hidden Structure of Engagement will ground you with the conceptual framework and vocabulary of Liberating Structures. It contrasts Liberating Structures with conventional methods and shows the benefits of using them to transform the way people collaborate, learn, and discover solutions together. Part Two: Getting Started and Beyond offers guidelines for experimenting in a wide range of applications from small group interactions to system-wide initiatives: meetings, projects, problem solving, change initiatives, product launches, strategy development, etc. Part Three: Stories from the Field illustrates the endless possibilities Liberating Structures offer with stories from users around the world, in all types of organizations -- from healthcare to academic to military to global business enterprises, from judicial and legislative environments to R&D. Part Four: The Field Guide for Including, Engaging, and Unleashing Everyone describes how to use each of the 33 Liberating Structures with step-by-step explanations of what to do and what to expect. Discover today what Liberating Structures can do for you, without expensive investments, complicated training, or difficult restructuring. Liberate everyone's contributions -- all it takes is the determination to experiment.

This book is based on a really important, timely and relevant idea to bring together sources on the self-management of leadership development. The book is important because almost all leadership development relies to a great degree on the leader s capability to manage his or her personal development. It is timely because there is currently no single volume that covers the topic; and it is relevant because leadership is such an extremely important issue for the success of our organizations, countries and society in general. The editors have done a thoroughly professional job in identifying top quality authors and combining their contributions into a very worthwhile volume. Ivan Robertson, University of Leeds, UK Self-Management and Leadership Development offers a unique perspective on how leaders and aspiring leaders can and should take personal responsibility for their own development. This distinguished book is differentiated from other books on this topic with its view on the instrumental role played by individuals in managing their own development, rather than depending on others, such as their organization, to guide them. Expert scholars in the area of leadership emphasize the importance of self-awareness as the critical starting point in the process. Explicit recommendations are provided on how individuals can manage their own self-assessment as a starting point to their development. The contributors present insights and practical recommendations on how individuals can actively self-manage through a number of typical leadership challenges. Business school faculty teaching electives in leadership, and managers who engage in leadership development for themselves or others, should not be without this important resource. Consulting firms and training institutions offering leadership development programs and participants in MBA and executive development programs will also find it invaluable.