Rapid change is constant in the healthcare industry, leaving hospitals—and the units within—to react and adapt. Unfortunately, the typical shared (professional) governance structure fails to address the challenges of modern healthcare systems, both in efficiency and ability to maintain long-term change. As a result, change in healthcare is often met with roadblocks and resistance. Rethinking Your Unit Council Structure applies the innovative FLIGHT Model of risk and change to: · Determine your unit’s immediate needs · Empower team members to identify problems and initiate solutions · Transcend elements of traditional unit council structures that hinder progress · Improve staff engagement and satisfaction This book provides a solutions-based approach to determining and addressing the unique needs of your unit, hospital, or system so that your change initiatives can succeed.

Rethinking the 21st Century brings much needed context and perspective to the security problems we face today. In recent years, the 'Bush Doctrine' - that the security threats we now face are entirely unprecedented - has echoed around the world. Global security and stability is now challenged not only by states and nuclear war, but by insurgency, disease, environmental degradation and military privatisation. Yet this creates a deep sense of disconnect in the way we perceive politics, and can be dangerously stark and ahistorical. The chapters here show that, far from being a clean break, the 'new' problems faced today might actually have 'old' solutions. What can Locke tell us about terrorists? What does Bentham have to say about sanctions? What are the ethics of outsourcing war to private companies? By looking back to decades and even centuries of ethical analysis and political theory, this book provides fascinating insight into all these questions.

Shared Governance that Works will help you design and operationalize the structures and processes necessary to achieve a highly effective and satisfying shared governance experience for all. Here's what you'll be able to do after reading this book: Choose a model of shared governance that works best for your organization and decision-making teams. Create charters, bylaws, and guidelines that provide the clarity necessary for efficient functioning. Understand and optimize the stages of council development. Develop structures and process, such as strategic planning, goal setting, and annual reports that will maximize the work of your councils. Collect, report, and analyze data to drive practice/work and improve outcomes.

The primary focus of this book is the creation of a work environment that reflects the values and professional practice behaviors articulated by nurses. Its practice-based text carries the reader through each phase of shared governance, from concept to systems integration. Special emphasis is given To The logical progression away from the traditional bureaucratic organization to a new structure that supports shared governance.

Thinking Like a Historian: Rethinking History Instruction by Nikki Mandell and Bobbie Malone is a teaching and learning framework that explains the essential elements of history and provides "how to" examples for building historical literacy in classrooms at all grade levels. With practical examples, engaging and effective lessons, and classroom activities that tie to essential questions, Thinking Like a Historian provides a framework to enhance and improve teaching and learning history. We invite you to use Thinking Like a Historian to bring history into your classroom or to re-energize your teaching of this crucial discipline in new ways. The contributors to Thinking Like a Historian are experienced historians and educators from elementary through university levels. This philosophical and pedagogical guide to history as a discipline uses published standards of the American Historical Association, the Organization of American Historians, the National Council for History Education, the National History Standards and state standards for Wisconsin and California.

Rethinking the Red Power Movement examines Red Power ideology with a focus on its many forms of solidarity with African Americans, the role of gender in shaping the movement, its international expansion, and its current meaning in contemporary activism. The Red Power Movement is often considered the apex of Indigenous activism in the twentieth century. While diverse, the movement is typically told through four actions. Beginning with the occupation of Alcatraz in 1969, followed by the Trail of Broken Treaties in 1972, Wounded Knee in 1973, then culminating with the Longest Walk in 1978, there is a clear jumpstart, middle, and end to the Red Power Movement. Through a chronological approach, this study makes the case that Red Power never died—and neither did Indigenous activism. Instead, it shows how Indigenous peoples found many ways to push forward Indigenous sovereignty and continue to call on the United States to value Indigenous possibilities for justice, freedom, and power. This book is useful for students and scholars interested in twentieth century America, social movements, and the history of Indigenous activism.