Advocacy organizations and collective action
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Item How to Friends and Influence people in the Digital Age(Simon & Schuster, 2011-10-22) Dala CarnegieIn 1936, Dale Carnegie made a compelling statement to his readers: “Dealing with people is probably the biggest problem you face.” is is the foundation of How to Win Friends and Influence People, and it is still true today. However, developing strategies for dealing with people is more complex. Messaging speed is instantaneous. Communication media have multiplied. Networks have expanded beyond borders, industries, and ideologies. Yet rather than making the principles in this book obsolete, these major changes have made Carnegie’s principles more relevant than ever. ey represent the foundation of every sound strategy, whether you are marketing a brand, apologizing to your spouse, or pitching to investors. And if you don’t begin with the right foundation, it is easy to send the wrong message, to offend, or to fall embarrassingly short of your objective. “Precision of communication,” insisted American writer James urber, “is important, more important than ever, in our era of hair-trigger balances, when a false, or misunderstood, word may create as much disaster as a sudden thoughtless act.”1Item How to Analyze People:13 Laws About the Manipulation of the Human Mind, 7 Strategies to Quickly Figure Out Body Language, Dive into Dark Psychology and Persuasion for Making People Do What You Want(2019-08-19) Daniel SpadeCongratulations on downloading this book and thank you for doing so. Have you ever walked into a confrontation feeling so sure of yourself, then walk out feeling confused, but with no valid reason why you would be convinced by the other person? Have you ever walked out of a conversation agreeing to do something for someone but could not identify why you agreed to it in the first place? Chances are, you’ve manipulated. Whether by playing on your emotions or through persuasive words, you were brought to believe in or act on something that you were not entirely agreeable to initially. You could be utterly convinced and so sure of yourself before you began the conversation but midway, you found yourself at a loss for words, confused, frazzled and disoriented.Item HBRs 10 Must Reads On Collaboration(HARVARD BUSINESS REVIEW PRESS Boston, Massachusetts, 2013-05-11) Herminia Ibarra; Morten T. HansenWATCHING HIS EMPLOYEES use a new social technology, Marc Benioff, the CEO of Salesforce.com, had an epiphany. His company had developed Chatter, a Facebook-inspired application for companies that allows users to keep track of their colleagues and customers and share information and ideas. The employees had been trying it out internally, not just within their own work groups but across the entire organization. As Benioff read the Chatter posts, he realized that many of the people who had critical customer knowledge and were adding the most value were not even known to the management team. The view into top management from the rank and file was just as obscure, Benioff knew. For instance, the company’s annual management off-site was coming up, and he could tell from talking to employees that they wondered about what went on behind closed doors at that gathering. “They imagined we were dressing up in robes and chanting,” he says.Item Growing Young Six Essential Strategies to help Young People Discover and Love Your Church(Baker Books, 2016-03-12) Kara Powell; Jake Mulder, and Brad GriffinAs you’ll discover in the following pages, remarkable churches never rely on a sole leader to energize their community to grow young. There is always a team. Always. We believe the same is true of the best research. In this nationwide study of churches growing young, we’ve linked arms with an unbelievable cadre of over 60 researchers, leaders, and supporters who believe it’s time to change the way the world views young people. The core of our lineup is the staff at the Fuller Youth Institute (FYI). Steve Argue, Irene Cho, Macy Phenix Davis, Meghan Easley, Johanna Greenway, Tyler Greenway, Jennifer Guerra Aldana, Quinn Harkless, Brian Nelson, Daisy Rosales, and Matthew Schuler, you are the secret sauce of our work and this book. Every step of the FYI journey is better (and often faster) thanks to our advisory council: Mary Andringa, Jim Bergman, Judy Bergman, April Diaz, Tim Galleher, Cindy Go, Wally Hawley, Megan Hutchinson, Ken Knipp, Janet Labberton, Mark Maines, Jeff Mattesich, Christa Peitzman, Linda Prinn, Judi Shupper, Albert Tate, Jeremy Taylor, and Jeff Wright. Our four years of research were made possible by the vision of four foundations who imagine a better future for the church and are giving sacrificially to make that vision a reality. We are forever grateful to the Hanson Family Charitable Foundation, Lilly Endowment Inc., the Tyndale House Foundation, and the Vermeer Charitable Foundation for their financial investment. More importantly, so is every teenager and emerging adult who will be shaped by congregations that gain the help they need to grow young.Item Globalization and the Challenges of Public Administratio(Palgrave Macmillan, 2018-07-27) Haroon A. KhanThis book is an attempt to understand the challenges of globalization and governance in the public sector. Many researchers make use of the term “governance” to describe the multitude of actors involved in the delivery of services. Although governance can be applied to different sectors of the society, for example, health care, education, and business, this book focuses on the governance of the public sector, the traditional task of public administration. The book analyzes the important aspects of public administration: human resources management (HRM), leadership, ethics and accountability, sustainability, and e-governance to understand the challenges of globalization. Public administration can no longer be confined simply to a discussion of the government agencies, and their processes and procedures. Therefore, many researchers now use the term “governance” to understand the cur rent dynamics of government. This book uses the terms governance and public administration interchangeably because the tasks of implementation require the cooperation of both the public and private sectors. To under stand public administration, one has to consider the interplay of both formal and informal actors in the implementation of policies. Globalization implies the importance of the interaction between public and private sectors at both the domestic and global levels. Therefore, public adminis tration faces enormous challenges in dealing with all the actors in delivering government services. Public administration does not exist in a vacuum.Item Fundamentals of Christian Education(2010-04-19) Ellen G.WhiteThe first collection of articles from the pen of Mrs. E. G. White on the subject of Christian education was published in 1886. The pamphlet containing this instruction was entitled “Selections From the Testimonies Concerning the Subject of Education.” A reprint and enlargement of this booklet was brought out in 1893, under the title “Christian Education.” Later a supplement to “Christian Education” was issued containing additional matter. In 1897, “Special Testimonies on Education” was published. This small volume contained articles of incalculable value to our teachers. The instruction in this book had never appeared before and constituted the major part of the author’s writings on education during the years 1893-1896. In the year 1900 a copyright was issued for Testimonies, Volume VI. This volume included a large section on education and stressed the need of educational reform. The book “Education” was issued in 1903, dealing with the larger problems and principles in school work, while in 1913 “Counsels to Teachers, Parents, and Students Regarding Christian Education” first appeared, dealing with the many detail problems that are common in educational practice. The articles in this present volume have been drawn from various sources. They have been selected from “Christian Education,” “Special Testimonies on Education,” “Christian Temperance and Bible Hygiene,” Review and Herald, Signs of the Times, Youth’s Instructor, and Bible Echo. With the exception of one article, “Proper Education,” No selections have been made from any other volumes of the author’s writings already in print. The two manuscript articles, “Suspension of Students” and “Correct School Discipline,” have been inserted by the permission of the Trustees of the Mrs. E. G. White estate and with the counsel of the General Conference brethren. These two manuscripts were written more than twenty-five years ago and were available at that time to school principals. These two articles should be read together.Item EVERYONE COMMUNICATES, FEW CONNECT WHAT THE MOST EFFECTIVE PEOPLE DO DIFFERENTLY(Thomas Nelson, 2010-12-28) JOHN C. MAXWELLL ast month I received an overseas phone call from Sangeeth Varghese, author, columnist, and founder of LeadCap, an organization developing leaders in India. He was interviewing me for Forbes. I enjoyed talking to Sangeeth, but we had a problem. Our phone connection was bad. I bet we got disconnected nearly a dozen times. One minute we’d be enjoying our conversation on leadership, and the next minute the line would go dead. Everybody’s had that happen during a phone call. It’s the reason Verizon did their “Can you hear me now?” campaign. When your phone drops a call, you know it, don’t you? And what is your reaction? How does it make you feel? Annoyed? Frustrated? Angry? Have you ever thought about why you react the way you do when you get disconnected? Being disconnected wastes your time. It interrupts the flow of what you’re trying to accomplish, and it undermines your productivity. The bottom line is that connecting is everything when it comes to communication. You know when you don’t have a good connection on the phone, but how about when you’re communicating with people in person? Do you know when a connection has been made? Can you tell when the connection is starting to go bad? Can you identify when the “call” has been dropped? Most people have an easy time knowing when the connection is good on the phone. But they have no idea if they’re connecting with others in other everyday situations.Item ENGLISH FOR EVERYONE ENGLISH GRAMMAR GUIDE(DK Publishing, 2016-03-17) Jenny Siklos; Allison SingerThe present simple is used to make simple statements of fact, to talk about things that happen repeatedly, and to describe things that are always true.Item Dangerous Calling: Confronting the Unique Challenges of Pastoral Ministry(Crossway, 2012-04-17) Paul David TrippBooks are penned for many reasons. There are explanatory books written to help you understand something that has left many people confused. There are encouraging books written to speak into the discouragement of life in a fallen world and give you motivating hope and a reason to continue. There are instructive books that help you know how to do something that you need to do but simply don’t know how. There are exegetical books that take apart a portion of God’s Word, helping you to understand it and to live in light of its truths. There are ways in which the book you are about to read has elements of all four of these types of books, yet that isn’t meant to be its main focus. This is a diagnostic book. It is written to help you take an honest look at yourself in the heart- and life-exposing mirror of the Word of God—to see things that are wrong and need correcting and to help you place yourself once again under the healing and transforming power of the gospel of Jesus Christ. Of the books that I have written, I found this one the hardest to write, not because of the writing process itself but because its pages expose the ugliness of my own heart and display how desperate my need for grace continues to be. It is not an exaggeration to say that I wept my way through writing some of the chapters. There were moments when I would go upstairs to share what I had written withItem Credibility HowLeaders Gain and Lose It WHY PEOPLE DEMAND IT(Jossey -Bass, 2011-05-28) JAMESM.KOUZESCredibility is the foundation of leadership. This is the inescapable conclusionwehave come toaftermore than thirty years of research into the dynamics of the relationship between leaders and constituents. People have to believe in their leaders before they will willingly follow them. That’s why we first wrote Credibility: How Leaders Gain and Lose It, Why People Demand It twenty years ago, and it’s why we have taken the time to thoroughly update and revise it. Credibility is about how leaders earn the trust and confidence of their constituents. It’s about what people demand of their leaders as a prerequisite to willingly contributing their hearts and minds to a common cause, and it’s about the actions leaders must take in order to intensify their constituents’ commitment. Timing is everything. When the first edition of Credibility was published in 1993 we noted that nearly half of America’s workforce was cynical. Worldwide, 60 percent or more of workers believed that their management wasn’t honest with them, more than half had lost confidence in the abilities of their top management, and overall confidence in major business was at a historic low of only 26 percent.1 We wanted to remind leaders how important it was to attend to the fundamentals. We thought they should take the importance of xi Introduction earning and sustaining credibility more seriously. We wanted to offer a useful framework and practical suggestions on what leaders could do to increase the trust and confidence others had in them. We hoped we could play some small part in restoring people’s faith in their leaders.