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Schools that Learn also emphasizes the importance of mastery, synergizing curricula presented, and authentic assessment vs. basing students knowledge purely on standardized test-taking.
This helpful manual is extremely important for educators, administrators, and parents, to read as it combines the aforementioned information and applies it to "building strengths that will be useful in career decision making."
Finally,Schools that Learn emphasizes the importance of keeping a "spirit-filled" outlook while learning, the extreme helpfulness of a mastermind group, accelerated and lifelong education, and of course giving back what you have learned to the community. This "cause and effect" is often forgotten in busy professtional lives, but truly ensures success for those who "get it."
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The Beatles were recording artists, not businessmen. This book points out how the Beatles let their artistic tastes interfer with running a company. Moreover, the book discusses how the Beatles attempted to swat away hostile takeovers.
This book suggests that because the Beatles got caught up in corporate politics, business ventures, and other financial endeavors, they lost touch with the art that made them famous. This became evident when Paul McCartney clandestinely purchased stock in the Beatles' businesses. Hence, McCartney got controlling interest. This started the mistrust among the Beatles. Here, at Apple Corps, is where the friendship among the four Beatles started to fall apart. By the time the Beatles started to record the tracks to Abbey Road / Let it Be in January, 1969; their friendship hit rock bottom. Yoko's pressence just fanned the flames of mistrust.
The book also points out that recording artists should leave the management of their recording companies to professionals. In Apple's case, the Beatles picked their friends to run the business for them. Unfortunately, their friends weren't oriented toward business. In essence, Apple was a business endeavor doomed to failure from the start.
No doubt about it; Apple Records was rotten to the core. Poor management, less than honest employees, and false friends eventually ran Apple to the ground. Unfortunately, these same three causes of Apple's failure also became the very core reason why the Beatles broke up.
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The authors consider this book a "prequel" to their other books about learning organizations (p.7). That's true. Though this is the most recent book, you can start with this one and go on to the others for further depth. Some repetitions may only serve well for mastery.
The whole book is very readable and informative. Concepts are clearly explained. It follows the same excellent editing format as The Fifth Discipline Fieldbook and The Dance of Change.
When you get too enthused by so many ideas and success stories of innovations, heed the advice for "The Strategy of Organizational Change". "Focus on one or two new priorities for change, not twelve. Most school systems are already overwhelmed with change. They don't need a new initiative; they need an approach that consolidates existing initiatives, eliminates "turf battles," and makes it easier for people to work together toward common ends." (p.25)
There are just too many passages that you wish to quote. The book is a treasure mine. However, for those (esp. busy administrators) who find the volume too daunting or verbose (592 pages!) and still want to get a handle on launching into transforming their schools into learning organisations, I would recommend, "Ten Steps to a Learning Organization" and start with the simple questionnaire given there.