In this innovative study, Crystal Sanders explores how working-class black women, in collaboration with the federal government, created the Child Development Group of Mississippi (CDGM) in 1965, a Head Start program that not only gave poor black children access to early childhood education but also provided black women with greater opportunities for political activism during a crucial time in the unfolding of the civil rights movement. Women who had previously worked as domestics and sharecroppers secured jobs through CDGM as teachers and support staff and earned higher wages. The availability of jobs independent of the local white power structure afforded these women the freedom to vote in elections and petition officials without fear of reprisal. But CDGM's success antagonized segregationists at both the local and state levels who eventually defunded it. Tracing the stories of the more than 2,500 women who staffed Mississippi's CDGM preschool centers, Sanders's book remembers women who went beyond teaching children their shapes and colors to challenge the state's closed political system and white supremacist ideology and offers a profound example for future community organizing in the South.

The Industrial Revolution brought into being a distinct world, a world of greater affluence, longevity and mobility, an urban rather than a rural world. But the great surge of economic growth was balanced against severe constraints on the opportunities for expansion, revealing an intriguing paradox. This book, published to considerable critical acclaim, explores the paradox and attempts to provide a distinct model' of the changes that comprised the industrial revolution.

The result of a lifetime in the field and in the classroom, Chance and Change challenges many of the tenets of establishment ecology. Charging that most of the environmental movement has ignored or rejected the changes in thinking that have infiltrated ecological theory since the mid 70s, William Drury presents a convincing case that disorder is what makes the natural world work, and that clinging to romantic notions of nature's grand design only saps the strength of the conservation movement. Drury's training in botany, geology, and zoology as well as his life-long devotion to work in the field gave him a depth and range of knowledge that few ecologists possess. This book opens our eyes to a new way of looking at the environment and forces us to think more deeply about nature and our role in it. Chance and Change is intended for the serious amateur naturalist or professional conservationist. Drury argues that chance and change are the rule, that the future is as unpredictable to other organisms as it is to us, and that natural disturbance is too frequent for equilibrium models to be useful. He stresses the centrality of natural selection in explaining the meaning of biology and insists the book and the laboratory must be checked at all times against the real world. Written in an easy, personal style, Drury's narrative comes alive with the landscape—the salt marshes, dunes, seashores, and forests—that he believed served as the best classroom. His novel approach of correlating landscape evolution with ecological principles offers a welcome corrective to discordance between what we observe in nature and what theory tells us we should see.

Chance is real. Not only is it a cause of societal change, but we as individuals are chance-given characters who discover and build our character in chancy circumstances. Chance is also expressed as coincidence and contingency, expressions which have episodically been of undeniable historical importance. Mattausch asserts the conventional picture of societal change is incorrect. Societal change is not a linear succession with each phase of change replacing its predecessor. Instead, the process is one of accumulative change in which chance plays various roles. Chance, Character, and Change develops the idea of chance, situating it within the history of thought and social change. By focusing strictly on manifestations of chance and of luck that can be seen and explained, Mattausch is able to show how chance acts in the environment of evolution and the social practices that regulate the inheritance of knowledge and technology. This, in turn, steers societal change and how change itself occurs. Chance's role is often characterized as coincidence or contingency, and this automatically is seen as progressive or degenerate. However, Mattausch notes that accumulative change is potentially both progressive as well as decadent. Chance also plays a part in the social aspects of our world--customs, practices, cultures, societies, and politics. When we act, Mattausch argues, we do not distinguish between good and bad, but rather between determinism and chance; the latter is a test of character, not of free will. This theory is general in its assertions and application, and can be related to many areas of study from economic theory, to human behavior, to politics. The rich texture of the writing and vivid use of examples from daily life and the work of other major thinkers draw in the reader. The most striking aspect of this work is the author's writing style and the way he weaves together evidence, classic research, and contemporary thought. It is skillfully, effectively, beautifully done.

Transform your organization with speed and efficiency using this insightful new resource Incremental improvement is no longer sufficient in helping organizations navigate the complexity, uncertainty and volatility of today's world. In Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times, authors John P. Kotter, Vanessa Akhtar, and Gaurav Gupta explore how to create non-linear, dramatic change in your organization. You'll discover the emerging science of change that teaches us about how to build organizations – from businesses to governments – that change and adapt rapidly. In Change you'll discover: Why the ability of organizations to deal with threats and take advantage of opportunities in the face of ever greater complexity and uncertainty is being severely challenged In-depth, evidence-based, actionable solutions for dealing with institutional resistance to change Case studies and success stories that describe organizations who have successfully built the ability to change quickly into their DNA A universal approach for how to dramatically improve outcomes from various change efforts, including: strategy execution, digital transformation, restructuring, and more Perfect for managers, executives, and leaders at companies of all types and sizes, Change will also prove to be a valuable asset to other professionals who serve these organizations. This book is for anyone seeking a proven approach for delivering fast, sustainable and comprehensive results.

Unlock your potential and finally move forward. A recent study showed that when doctors tell heart patients they will die if they don't change their habits, only one in seven will be able to follow through successfully. Desire and motivation aren't enough: even when it's literally a matter of life or death, the ability to change remains maddeningly elusive. Given that the status quo is so potent, how can we change ourselves and our organizations? In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us. This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort - but if it is overcome, change can come quickly. In Switch, the Heaths show how everyday people - employees and managers, parents and nurses - have united both minds and, as a result, achieved dramatic results: • The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients • The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping • The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.