43532 Chapters
Medium 9781934009611

Chapter 1 The Power of Differentiation

Linda Bowgen Solution Tree Press ePub

The ultimate goal of professional development is to strengthen the practice of teachers in order to raise the achievement of students (Darling-Hammond, 1997a, 1997b). The question we still need to answer is, How? How do we expand new and veteran teacher knowledge? Every district can point to efforts to support teacher learning. Nonetheless, our experience may show us that not all teachers who engaged in professional development programs learned, and not all of our students are achieving at high levels.

According to Bruce Joyce and Beverly Showers (2002), to ensure that teacher learning transfers to classroom practice, professional development must include the following four components:

1. Teachers must be provided with and understand the theory supporting a strategy.

2. Teachers must have the opportunity to watch a skillful demonstration of the strategy.

3. Teachers must be given time to practice the strategy.

4. Teachers must engage in follow-up sharing of practice and participation in peer coaching.

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Medium 9780253013873

7 Zombie Performance

Edward P Comentale Indiana University Press ePub

Come and get it! It’s a running buffet! All you can eat!

Shaun, Shaun of the Dead

The zombie consumes us. It occupies our minds, books, screens, and streets; devours and squanders our flesh and bodies; infects us with disease; and overwhelms our very social order. And yet we chase after zombies. In recent years we have facilitated their rise as a veritable cultural phenomenon, compelling them into our movie-theater screens in greater and faster-moving hordes than ever before, into our homes with shows like The Walking Dead, and onto our college campuses with Humans vs. Zombies, a live-action game of survival. Even the Federal Emergency Management Agency (FEMA) and the Centers for Disease Control and Prevention (CDC) have launched a zombie preparedness campaign, encouraging people to equip themselves against a whole range of catastrophes. The zombie apocalypse, it appears, offers itself as a natural disaster par excellence.

But we humans do not simply want to destroy and survive the zombies; we actually want to be them. In walks and runs across the country, people regularly adorn themselves in fake blood, gaping wounds, and tattered clothing to perform zombie “undeath” in our very streets. The zombie survival guides in our bookstores now find themselves in the company of titles such as So Now You’re a Zombie: A Handbook for the Newly Undead (Austin); Zombies for Zombies: Advice and Etiquette for the Living Dead (Murphy); and How to Speak Zombie: A Guide for the Living (Mockus and Millard). For every piece of information on how to combat zombies, there is now parallel advice on how to enact zombie existence.

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Medium 9781855758131


Draiby, Piet; Seidenfaden, Kirsten Karnac Books ePub


In order to understand what our survival strategies look like and why they have developed as they have, we will take a look at how we as infants formed attachments to other people. The decisive factor in the formation of our survival strategies is the way in which we formed attachments to our mother and/or father or other primary care-givers in those early days. We form what psychologists call either a secure or an insecure attachment.

The ability to form attachments is natural to human beings. Our DNA ensures that a newborn child, from the first day of its life, attempts to contact the surrounding world in order to survive. That explains why, within an hour of being born, infants – regardless of their birth experience – will gaze intensively and calmly at the adults around them. Such eye contact is extremely important and effective in nurturing the bonding and the initial formation of an attachment between the child and its significant others. This innate capacity for attachment continues to develop in the following days.

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Medium 9781855753778

4. The Breeding of Body Insecurity

Orbach, Susie Karnac Books ePub

The receptivity that women show to body insecurity is set against a background of contradictory images and meanings assigned to women’s bodies in general. Precisely because of the vicissitudes of social overlay, the development of a personal and stable body-image is extremely problematic for women. How women see and experience their bodies refers to cultural factors outside themselves. In addition, the individual woman can feel a pronounced variation during the course of an hour, a day or a week towards her body. How she feels about her body will frequently affect how she is feeling about herself at that particular moment. How she feels within herself influences how she feels about her body. A felt acceptability in one area tends to extend to the other, so that being in a ‘good mood’ may predispose her to find her body acceptable, even pleasing. For many women the immediate feeling of a sense of self is inextricable from momentary feelings about their bodies. The body is perceived as acceptable or unacceptable, providing a foundation for self-concept. At one moment a women may experience herself as large and ungainly, at another as slim and attractive. Her body shape and size do not actually have to change for her body to receive such projections. The ideas she has about herself that she sees in her body are sufficiently powerful to influence what she expresses physically.1 If she feels comfortable in herself she carries herself in one way, if she feels a dts-ease it is expressed in another.

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Medium 9781576752326

10 Courageous Principled Action

Berrett-Koehler Publishers PDF

Courageous Principled Action

 139

In this chapter we suggest that the history of organizational scholarship, in treating organizations largely as control systems, has overlooked the fact that individuals in organizations can, and often do, defy the constraints of organizational form. In fact, we go further to suggest that while certain actions are made easy and expected by organizational form, actions that contrast with the taken-for-granted frame are also necessary and valuable in organizations. The essence of the chapter is this: organizations, as frames for action, tend to overemphasize certain acts and constrain others, yet people in organizations undertake constrained actions in accord with their emotional and intuitive sense of what is “right” (Bell, 2002; Worline,

Wrzesniewski, & Rafaeli, 2002). Like sides of a coin, we argue that just as people’s sense of what is normal and expected is framed by an organization’s form (Clemens, 1993; Giddens, 1979; Orlikowski, 2000), so is principled action that violates the status quo.

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