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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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Does Mr. Smith have an e-mail adress?
Thanks!
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Each of the six chapters begins with a story from Wigglesworth's life that illustrates the sermon to follow actually lived out. The wonderful thing about this book is that its focus is not to teach more about Wigglesworth's life, but to teach the reader to walk closer to Christ. Madden does this by following each of the sermons with five or six life keys. He picks out the meat of the sermons and expounds upon them using the Wigglesworth's life, previous sermons in the book, the word of God, and just plain writing what the Spirit placed inside of him.
This book WILL help you walk closer to the Lord if you prayerfully read it with an open heart.
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Starting from the simple building blocks (converting your local time to Universal time), it progresses to more and more complex calculations, until finally at the end, you can calculate eclipses and planetary orbits. All the formulas needed for doing this are given in the book, and explained in great detail with many diagrams. All relevant astronomical data is also given. And for every calculation, a sample example is carried out with real numbers, which you can trace along with, so by the end of it you understanding is complete, practically as well as theoretically.
A must read for any astronomy buff. I highly recommend it. It produces the information age equivalent of that feeling of satisfaction you get when you build a telescope and look out onto the heavens yourself--without any intermediaries. Astronomy and stargazing are the activities which were the genesis of the scientific revolution, more than 6000 years ago. This book shows you just how its done.
The organization and format is well thought out. The earliest chapters deal with time and coordinates which are used in the more complex problems such as computing planet positions later in the book.
Each concept is explained in straight forward language and conventional algebraic formulas are supplied. I found this especially useful for programmers using higher languages such as C,Pascal or Java. Then a step by step practical example is provided that is suitable for a scientific hand calculator. Duffett-Smith is careful about displaying units; a mindfield for most scientific calculations.
My only minor criticism is that some of the typos errors could leave a user quite frustrated. On pp108 I found the value of Tp=0.240850 gave the correct answer while the tabulated value is 0.240852. Similarly, I on page 129, after repeated checks, I got a value of 7.08...AU for Rho compared with the value of 8.13AU in the book. The text cites a 7.2AU value from the Astronomical Almanac.
Otherwise this is one neat addition to the bookshelf of any amateur astronomer of individual interested in astromical calculations.
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The learning organization - Senge's vision for the productive, competitive, and efficient institutions of the future - is in a continuous state of change. Four fundamental questions continuously serve to check and guide a group's learning and improvement (see page 49): (1) Do you continuously test your experiences? ("Are you willing to examine and challenge your sacred cows - not just during crises, but in good times?") (2) Are you producing knowledge? ("Knowledge, in this case, means the capacity for effective action.") (3) Is knowledge shared? ("Is it accessible to all of the organization's members?") (4) Is the learning relevant? ("Is this learning aimed at the organization's core purpose?") If these questions represent the organization's compass, the five disciplines are its map.
Each of the five disciplines is explained, and elaborated in its own lengthy section of the book. In the section on "Systems Thinking" (a set of practices and perspectives, which views all aspects of life as inter-related and playing a role in some larger system), the authors build on the idea of feedback loops (reinforcing and balancing) and introduce five systems archetypes. They are: "fixes that backfire", "limits to growth", "shifting the burden", "tragedy of the commons", and "accidental adversaries". In the section on "Personal Mastery", the authors argue that learning starts with each person. For organizations to learn and improve, people within the organization (perhaps starting with its core leadership) must learn to reflect on and become aware of their own core beliefs and visions. In "Mental Models", the authors argue that learning organizations need to explore the assumptions and attitudes, which guide their institutional directions, practices, and strategies. Articles on scenario planning, the ladder of inference, the left-hand column, and balancing inquiry and advocacy offer practical strategies to investigate our personal mental models as well as those of others in the organization. In "Shared Vision", the authors make the case for the stakeholders of an organization to continually adapt their vision ("an image of a desired future"), values ("how we get to travel to where we want to go"), purpose ("what the organization is here to do"), and goals ("milestones we expect to reach before too long"). The section offers many strategies and perspectives on how to move an organization toward continuous reflection. In "Team Learning", the authors rely mostly on the work of William Isaacs and others, and make a case for educating organization members in the processes and skills of dialogue and skillful discussion.
This book is enlightening and informative. It has already found a place on my shelf for essential reference books.
The Book is a collaboration of several writers who do a superb job of unraveling the web that is the learning organization. At times, it may seem to the reader that the book is a labyrinth of disjointed concepts and ideas. However, if you have read 'The Fifth Discipline' you will find no problems following the concepts introduced. In fact, you will even understand why the writers have chosen to introduce them in that fashion. If you have not read "The Fifth Discipline', do not despair, it will take a little longer to get 'the whole picture'.
The Book is divided into 8 main sections:
1) Getting Started addresses the basic concepts and ideas of the Learning Organization.
2) Systems Thinking (the fifth discipline) - Many people have argued that Senge should have delegated the fifth discipline until the end, however, without Systems Thinking, your vision is disjointed and incomplete.
3) Personal Mastery covers the area of individual development and learning. The chapters here are among the most valuable in the area of self-growth and self-improvement.
4) Mental Models - These are the pictures that you have in your head which represent reality.
5) Shared Vision - You've seen the whole picture, you've developed and you understand how you see the world. Now you need to find a common cause with the rest of the people in your organization, something that you all work for.
6) Team Learning - As you work with other people in teams or groups, you need to pass the stuff that you have learnt and the wisdom you've acquired to others. At this stage, the learning is no longer that of the individual, but the group.
7) Arenas of Practice - (Self explanatory)
8) Frontiers - Where do we go from here.
If you are interested in development, learning, growth, leadership, gaining a competitive edge whether at an organizational or personal level, then this book is for you. In fact, I'd venture to say that this is book is for everyone.
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The plot is a whodunit as various characters search for the lost Trojan gold that disappeared from Germany during the final days of World War II. In the chaos at the end of the war, many valuable items disappeared, apparently looted. Now a story has emerged that the Trojan gold (artifacts that had been in a German museum) was carried to safety and hidden. Many people have an interest, either for museums or for their own profit.
With two people murdered, and an assortment of people just happening to be on the scene, there are questions about some people's motives (other than the fact that several men are trying to seduce Vicky). Vicky finds her life in danger, as various people follow clues in attempts to track down the gold. There are indications that it had been hidden in a schrank (a type of wooden cabinet). The good guys prevail over the bad guys, but the story leaves things unfinished and the schrank disassembled.
In Trojan Gold she really delivers the good stuff. John and Shmidt's personalities get a good filling out, reading it is like eating Godiva chocolates, only better. Words can't say enough. In her previous Bliss mystery, Sihloette in Scarlet, the plot seemed weak, but the follow up made up for it. Apologies for misspellings.
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.