With millions of copies sold, the Publication Manual of the American Psychological Association is the style manual of choice for writers, editors, students, educators, and professionals in psychology, sociology, business, economics, nursing, social work, and justice administration, and other disciplines in which effective communication with words and data is fundamental.In addition to providing clear guidance on grammar, the mechanics of writing, and APA style, the Publication Manual offers an authoritative and easy-to-use reference and citation system and comprehensive coverage of the treatment of numbers, metrication, statistical and mathematical data, tables, and figures for use in writing, reports, or presentations. The new edition has been revised and updated to include: The latest guidelines and examples for referencing electronic and online sources New and revised guidelines for submitting papers electronically Improved guidelines for avoiding plagiarism Simplified formatting guidelines for writers using up-to-date word-processing software All new guidelines for presenting case studies Improved guidelines for the construction of tables Updates on copyright and permissions issues for writers New reference examples for audiovisual media and patents An expanded and improved index for quick and easy access Writers, scholars, and professionals will also find: New guidelines on how to choose text, tables, or figures to present data Guidelines for writing cover letters for submitting articles for publication, plus a sample letter Expanded guidelines on the retention of raw data New advice on establishing written agreements for the use of shared data New information on the responsibilities of co-authors New and experienced readers alike will find the 5th Edition a complete resource for writing, presenting, or publishing with clarity and persuasiveness.Approximately 400 pages

    You'll learn how to: - Tap into and dramatically increase your passion as a teacher - Develop outrageously engaging lessons that draw students in like a magnet - Establish rapport and a sense of camaraderie in your classroom - Transform your class into a life-changing experience for your students This groundbreaking inspirational manifesto contains over 30 hooks specially designed to captivate your class and 170 brainstorming questions that will skyrocket your creativity. Once you learn the Teach Like a PIRATE system, you'll never look at your role as an educator the same again.

    Kennedy, Groucho Marx, Charles Dickens, Katharine Hepburn, Mick Jagger, Steve Martin, Clementine Churchill, Ray Bradbury, Kurt Vonnegut and many more.

    They remove the books that patrons no longer check out. And they put back the books they treasure. Annie Spence, who has a decade of experience as a Midwestern librarian, does this not only at her Michigan library but also at home, for her neighbors, at cocktail parties—everywhere. In Dear Fahrenheit 451, she addresses those books directly. We read her love letters to The Goldfinch and Matilda, as well as her snarky break-ups with Fifty Shades of Grey and Dear John. Her notes to The Virgin Suicides and The Time Traveler’s Wife feel like classics, sure to strike a powerful chord with readers. Through the lens of the books in her life, Annie comments on everything from women’s psychology to gay culture to health to poverty to childhood aspirations. Hilarious, compassionate, and wise, Dear Fahrenheit 451 is the consummate book-lover's birthday present, stocking stuffer, holiday gift, and all-purpose humor book.

    They employ what psychologists call "lateral thinking: to rethink convention and break "rules" that aren't rules.These are not shortcuts, which produce often dubious short-term gains, but ethical "smartcuts" that eliminate unnecessary effort and yield sustainable momentum. In Smartcuts, Snow shatters common wisdom about success, revealing how conventions like "paying dues" prevent progress, why kids shouldn't learn times tables, and how, paradoxically, it's easier to build a huge business than a small one.From SpaceX to The Cuban Revolution, from Ferrari to Skrillex, Smartcuts is a narrative adventure that busts old myths about success and shows how innovators and icons do the incredible by working smarter—and how perhaps the rest of us can, too.

    Galvanized by the events of war into acquiring and preserving the written word, as well as providing critical information for intelligence purposes, these American civilians set off on missions to gather foreign publications and information across Europe. They journeyed to neutral cities in search of enemy texts, followed a step behind advancing armies to capture records, and seized Nazi works from bookstores and schools. When the war ended, they found looted collections hidden in cellars and caves. Their mission was to document, exploit, preserve, and restitute these works, and even, in the case of Nazi literature, to destroy them.In this fascinating account, cultural historian Kathy Peiss reveals how book and document collecting became part of the new apparatus of intelligence and national security, military planning, and postwar reconstruction. Focusing on the ordinary Americans who carried out these missions, she shows how they made decisions on the ground to acquire sources that would be useful in the war zone as well as on the home front.These collecting missions also boosted the postwar ambitions of American research libraries, offering a chance for them to become great international repositories of scientific reports, literature, and historical sources. Not only did their wartime work have lasting implications for academic institutions, foreign-policy making, and national security, it also led to the development of today's essential information science tools.Illuminating the growing global power of the United States in the realms of intelligence and cultural heritage, Peiss tells the story of the men and women who went to Europe to collect and protect books and information and in doing so enriches the debates over the use of data in times of both war and peace.

    That situation has changed. Michael Smith and Jeff Wilhelm, two of the most respected names in English education and in the teaching of reading, worked with a very diverse group of young men to understand how they use literacy and what conditions promote it. In this book they share what they have learned.Through a variety of creative research methods and an extended series of interviews with 49 young men in middle and high school who differ in class, race, academic achievement, kind of school, and geography, the authors identified the factors that motivated these young men to become accomplished in the activities they most enjoyed-factors that marked the boys' literate activities outside of school, but were largely absent from their literate lives in school. Their study questions the way reading and literature are typically taught and suggests powerful alternatives to traditional instruction.Building their findings on their understanding of the powerful and engaging experiences boys had outside of school, Smith and Wilhelm discuss why boys embrace or reject certain ways of being literate, how boys read and engage with different kinds of texts, and what qualities of texts appeal to boys. Throughout, the authors highlight the importance of choice, the boys' need to be shown how to read, the cost of the traditional teaching of difficult canonical texts, and the crucial place of meaningful social activity.The authors' data-driven findings are provocative, explaining why boys reject much of school literacy and how progressive curricula and instruction might help boys engage with literacy and all learning in more productive ways. Providing both challenges and practical advice for overcoming those challenges, Smith and Wilhelm have produced a book that will appeal to teachers, teacher educators, and parents alike.

    Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.” For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable.   As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the thirteen movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as:   • Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better. • If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. • Do not assume that general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.

    From one of America s most celebrated educators, an inspiring guide to transforming every child s education In a Los Angeles neighborhood plagued by guns, gangs, and drugs, there is an exceptional classroom known as Room 56. The fifth graders inside are first-generation immigrants who live in poverty and speak English as a second language. They also play Vivaldi, perform Shakespeare, score in the top 1 percent on standardized tests, and go on to attend Ivy League universities. Rafe Esquith is the teacher responsible for these accomplishments. From the man whom The New York Times calls a genius and a saint comes a revelatory program for educating today s youth. In Teach Like Your Hair s on Fire!, Rafe Esquith reveals the techniques that have made him one of the most acclaimed educators of our time. The two mottoes in Esquith s classroom are Be Nice, Work Hard, and There Are No Shortcuts. His students voluntarily come to school at 6:30 in the morning and work until 5:00 in the afternoon. They learn to handle money responsibly, tackle algebra, and travel the country to study history. They pair Hamlet with rock and roll, and read the American classics. Teach Like Your Hair s on Fire! is a brilliant and inspiring road map for parents, teachers, and anyone who cares about the future success of our nation s children. "

    Build a career doing what you love. In this practical guide, professional artist Lisa Congdon reveals the many ways you can earn a living by making art—through illustration, licensing, fine art sales, print sales, teaching, and beyond. Including industry advice from such successful art-world pros as Nikki McClure, Mark Hearld, Paula Scher, and more, Art, Inc. will equip you with the tools—and the confidence—to turn your passion into a profitable business.LEARN HOW TO: • Set actionable goals • Diversify your income • Manage your bookkeeping • Copyright your work • Promote with social media • Build a standout website • Exhibit with galleries • Sell and price your work • License your art • Acquire an agent • And much more

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    But armies have developed sophisticated ways of overcoming this instinctive aversion. And contemporary civilian society, particularly the media, replicates the army's conditioning techniques, and, according to Lt. Col. Dave Grossman's thesis, is responsible for our rising rate of murder among the young.Upon its initial publication, On Killing was hailed as a landmark study of the techniques the military uses to overcome the powerful reluctance to kill, of how killing affects soldiers, and of the societal implications of escalating violence. Now, Grossman has updated this classic work to include information on 21st-century military conflicts, recent trends in crime, suicide bombings, school shootings, and more. The result is a work certain to be relevant and important for decades to come.

    Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real world strategies.It can be read as a whole or you can dip into the easy-to-read, bite-size sections as and when you need to deal with a particular issue. The structure has been specially designed to make sections quick and easy to use - you'll find yourself referring back to them again and again.

    He explores what parents, teachers, and employers must do to develop the capacities of young people to become innovators. In profiling compelling young American innovators such as Kirk Phelps, product manager for Apple’s first iPhone, and Jodie Wu, who founded a company that builds bicycle-powered maize shellers in Tanzania, Wagner reveals how the adults in their lives nurtured their creativity and sparked their imaginations, while teaching them to learn from failures and persevere. Wagner identifies a pattern—a childhood of creative play leads to deep-seated interests, which in adolescence and adulthood blossom into a deeper purpose for career and life goals. Play, passion, and purpose: These are the forces that drive young innovators. Wagner shows how we can apply this knowledge as educators and what parents can do to compensate for poor schooling. He takes readers into the most forward-thinking schools, colleges, and workplaces in the country, where teachers and employers are developing cultures of innovation based on collaboration, interdisciplinary problem-solving, and intrinsic motivation. The result is a timely, provocative, and inspiring manifesto that will change how we look at our schools and workplaces, and provide us with a road map for creating the change makers of tomorrow. Creating Innovators will feature its own innovative elements: more than sixty original videos that expand on key ideas in the book through interviews with young innovators, teachers, writers, CEOs, and entrepreneurs, including Thomas Friedman, Dean Kamen, and Annmarie Neal. Produced by filmmaker Robert A. Compton, the videos are embedded into the ebook edition in video-enabled eReaders and accessible in this print edition via QR codes placed throughout the chapters or via www.creatinginnovators.com.

    This updated assessment includes reports and resources that go far beyond the standardized reports of the older assessment by providing you with personalized insight statements unique to your specific combination of strengths.Many people have little sense of their talents and strengths, much less the ability to build their lives around them. Instead, they are raised and taught to become experts in their weaknesses — and spend their lives trying to fix them — while their strengths lie dormant. Led by Don Clifton, the Father of Strengths-Based Psychology, Gallup created a revolutionary program to help people identify their talents; develop them into strengths; and enjoy consistent, near-perfect performance. Twenty years ago, Gallup released Now, Discover Your Strengths to bring this program to the world. At the heart of this book is CliftonStrengths, the assessment that is the product of decades of research and hundreds of thousands of interviews to identify the most prevalent human strengths. CliftonStrengths reveals 34 dominant talent themes that you can translate into personal and career success. To develop this assessment, Gallup conducted psychological profiles with more than 2 million individuals to help people around the world focus and perfect these themes. Since Now, Discover Your Strengths was first released two decades ago, more than 20 million people worldwide have taken the CliftonStrengths assessment. The 20th anniversary edition includes a unique access code to take CliftonStrengths — previously known as StrengthsFinder 2.0 — which is a significantly more robust program than the assessment that appeared in the original edition of the book. This web-based assessment analyzes your instinctive reactions and immediately presents you with your top five themes. Once you know which of the 34 themes you lead with — such as Achiever, Activator, Empathy, Futuristic and Strategic — the book will show you how to use your top themes for your own development, for your success as a manager and for the success of your organization. With accessible and profound insights into how to turn talents into strengths, and with immediate online feedback from the CliftonStrengths assessment at its core, Now, Discover Your Strengths is one of the most groundbreaking and powerful business books ever written.