97 Chapters
Medium 9781936763009

Chapter 1 Doing Extraordinary Things

Cassandra Erkens Solution Tree Press ePub


Doing Extraordinary Things

Collaboration is a social imperative. Without it, people can’t get extraordinary things done in organizations.

—Jim Kouzes and Barry Posner

Many variations of common assessments abound in schools and teams. Sadly, many of those variations are both instructionally deficient and “collaboration lite,” with little hope of ever helping accomplish anything extraordinary. In other words, the assessment and its ensuing results are viewed as an obtrusive event that generates data but no meaningful information and that is often orchestrated—from beginning to end—with little involvement or ownership on behalf of teachers and their learners, the key stakeholders. In addition, the data are sometimes provided with a prepared digital analysis that may come too late in the learning process to alter outcomes in meaningful ways. By contrast, schools where the work of collaborative common assessments makes the greatest difference house conversations that are instructionally enlightening and teams that are collaboratively dependent.

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Medium 9781782204343

1 - Doing things Differently: An Appreciation of Donald Meltzer's Contribution

Karnac Books ePub

Margaret Rustin

The title of this chapter is intended to draw attention to aspects of Donald Meltzer's ways of working which characterized his practice as a psychoanalyst and which, I think, are important in appreciating his originality. Of course, such observations arise from one's own particular perspective and may not be in accord with the recollections or understanding of others, and it is obvious that doing things differently—which I am interpreting, in part, as Meltzer's characteristic commitment to doing things in his own way—means that there will be conflicting views about whether such differences have a good outcome. This chapter is not going to address the institutional conflicts that were part of the historical picture—in fact, I am sure that I am quite ignorant of much of this history. Instead, I hope to describe things that I have observed both in the years of some personal contact with Meltzer and in reading his books and papers over time, things that have struck me as enlightening and interesting, or sometimes maddening and frustrating features of his work, and which arise from his personal style as a writer and analyst. Perhaps, also, I am going to be doing something rather different from other writers who address his ideas, since their focus is more usually on his clinical contributions.

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Medium 9781523093984

24. Little Things and Big Things

Blanchard, Ken; Broadwell, Renee Berrett-Koehler Publishers ePub


When Jon Gordon and I first met, I found out he was a fellow Cornellian. Then I heard him speak and I quickly realized we were more than Cornell brothers—we were kindred hearts. I think you’ll feel the same way after you read his wonderful essay. Neither Jon nor I can think of a more important leadership role than being a parent, which Jon will demonstrate in this essay. What a blessing it is if you had a giving parent or two in your life who set the example for servant leadership. —KB

WHEN I THINK of servant leadership, two images come to mind: Jesus washing the feet of His disciples, and my mom making me a sandwich.

It is written:

So He (Jesus) got up from the supper table, set aside His robe, and put on an apron. Then He poured water into a basin and began to wash the feet of the disciples, drying them with His apron. (John 13:4-5, MSG)

After He had finished washing their feet, He took His robe, put it back on, and went back to His place at the table. Then He said, “Do you understand what I have done to you? You address me as ‘Teacher’ and ‘Master,’ and rightly so. That is what I am. So if I, the Master and Teacher, washed your feet, you must now wash each other’s feet. I’ve laid down a pattern for you. What I’ve done, you do.” (John 13:12-15, MSG)

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Medium 9780253021311

Introduction: Things Unseen

Kathryn A. Rhine Indiana University Press ePub

Introduction: Things Unseen

2. The Unseen Things

Hope is in the tender hands that hold you.

Hope is in the embrace of the loving.

Hope is in the flesh touching flesh

to remind us of our human selves.

Hope is in the gentle nod of recognition,

hope is in the limping body still pushing

against the pain, the discomfort, still

laughing from so deep down it feels

like the rush of alcohol in the head

the full abandonment of all fear.

Hope is in the freedom to say

I long to be touched by a lover,

I long to feel the rush of desire

satisfied; hope is to embrace hunger

and find comfort in the sharing of needs.

Hope is in the hands we grasp,

the prayers we whisper,

the Amen, the Amen, the Amen.

Kwame Dawes, Faith

IN THE SPRING of 2003, I met with a young, widowed woman named Mary in an HIV clinic in the middle-belt city of Jos, Nigeria.1 It was a difficult interview, filled with many tearful pauses as she recounted her relationship history. Apart from the physicians and counselors in the hospital, I was the only person who knew she was infected with HIV. Mary’s narrative jumped back and forth in time. It was hard to understand. She was anxious and interrupted at numerous points to ask questions: about America, about her health, about the tape recorder. As Mary grew comfortable with me, more personal questions followed: Did I have a boyfriend? When would I marry? I stammered through my answers. Yet another interruption: “Katie,” she said, “I want your advice.” Mary paused. She then asked, “Can I get married?” I did not know what to say.

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Medium 9781576754795

2: Doing good versus doing well: BALANCING IMPACT AND PROFIT

Lynch, Kevin Berrett-Koehler Publishers ePub

Is yours a business idea that creates the common good? Or a social idea that gets carried out through a business model? Late at night, at social enterprise gatherings, the bars and lounges are filled with people debating this core paradox. As Shari Berenbach of Calvert Foundation says, “Mission-versus-margin is not an abstract trade-off.”1 (For the sake of this discussion, we use “margin” as shorthand for “earned operating income” simply because “mission versus margin” rolls off the tongue better than “mission versus earned operating income.”)

While the trade-off defines the decisions that need to be made, you must look at the question broadly. You don’t have to settle for an either-or option. In fact, the moment you do, you cease being a social enterprise. Without your mission, your commitment to the common good, your desire to cure an ill, you are not social. but it is equally true that without margin, you cannot define your organization as an enterprise.

You need both mission and margin to be a successful social enterprise. Naturally, these two concepts will create some tension. This tension—and there must be tension—will push on you, your decisions, your staff, your culture, and your customer relations. It will permeate every facet of your business. You had better give it as much thought as any other part of your business, be it your financing, marketing, or administration, or else leading a social enterprise will bring out the closet schizophrenic in you and your employees.

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