This “breath-taking trip through the union-organizing scene of America in the 21st century” reveals the victories and unconventional strategies of a renowned—and notorious—militant union organizer (Barbara Ehrenreich, author of Nickel and Dimed) In 1995, in the first contested election in the history of the AFL-CIO, John Sweeney won the presidency of the nation’s largest labor federation, promising renewal and resurgence. Today, less than 7 percent of American private-sector workers belong to a union, the lowest percentage since the beginning of the twentieth century, and public employee collective bargaining has been dealt devastating blows in Wisconsin and elsewhere. What happened? Jane McAlevey is famous—and notorious—in the American labor movement as the hard-charging organizer who racked up a string of victories at a time when union leaders said winning wasn’t possible. Then she was bounced from the movement, a victim of the high-level internecine warfare that has torn apart organized labor. In this engrossing and funny narrative—that reflects the personality of its charismatic, wisecracking author—McAlevey tells the story of a number of dramatic organizing and contract victories, and the unconventional strategies that helped achieve them. Raising Expectations (and Raising Hell) argues that labor can be revived, but only if the movement acknowledges its mistakes and fully commits to deep organizing, participatory education, militancy, and an approach to workers and their communities that more resembles the campaigns of the 1930s—in short, social movement unionism that involves raising workers’ expectations (while raising hell).

Moral expectation is a concept with which all of us are well acquainted. Already as children we learn that certain courses of action are expected of us. We are expected to perform certain actions, and we are expected to refrain from other actions. Furthermore, we learn that something is morally wrong with the failure to do what we are morally expected to do. A central theme of this book is that moral expectation should not be confused with moral obligation. While we are morally expected to do everything we are obligated to do, a person can be morally expected to do some things that he or she is not morally obligated to do. Although moral expectation is a familiar notion, it has not been the object of investigation in its own right. In the early chapters Mellema attempts to provide a philosophical account of this familiar notion, distinguish it from other types of expectations, and show how it is possible to form false moral expectations. Subsequent chapters explore the role of moral expectation in agreements between people, analyze ways that people avoid moral expectation, illustrate how groups can have moral expectations, and view moral expectation in the context of our relationship with divine beings. The final chapter provides insight into how moral expectation operates in people's professional lives.

This is the digital version of the printed book (Copyright © 1994). People have expectations. Your clients, for example. Sometimes their expectations of you seem unreasonable. But sometimes your expectations of them seem just as unreasonable (in their eyes). The problem is that these mismatched expectations can lead to misunderstandings, frayed nerves, and ruffled feathers. More seriously, they often lead to flawed systems, failed projects, and a drain on resources. Managing Expectations shows how to identify expectations and suggests ways to gain more control of them. In today's turbulent business world, understanding and meeting your customers' expectations is indeed a challenge, and it's not hard to understand why: Expectations affect a range of interactions, including service responsiveness, service capability, product functionality, and project success. Expectations are difficult to control and impossible to turn off. However, by learning to identify and influence what your customers expect, you can dramatically improve the quality, impact, and effectiveness of your services. Contents include sections on communication skills, information gathering, policies and practices, building win-win relationships, as well as a concluding chapter on how to formulate an action plan. A Step-by-Step Guide to Managing Expectations Guard Against Conflicting Messages Use Jargon with Care Identify Communication Preferences Listen Persuasively Help Customers Describe Their Needs Become an Information-Gathering Skeptic Understand Your Customers' Context Try the Solution On for Size Clarify Perceptions Set Uncertainty-Managing Service Standards When Appropriate, Just Say Whoa Build Win-Win Relationships Formulate an Action Plan

"The Expectations announces a dazzling new voice in American fiction." --Jennifer Egan, author of Manhattan Beach St. James is an exclusive New England boarding school known for grooming generations of leaders. Ben Weeks is a true insider -- his ancestors helped found St. James, his older brother taught him all the slang, and he's just won a national championship in squash. But after fourteen long years of waiting, Ben arrives at school only to find that the reality of St. James doesn't quite match up with his imaginings. At the same time, his new roommate, Ahmed Al-Khaled, the son of a fabulously wealthy Emirati sheik, can't navigate the unspoken rules of New England blue bloods. Even as Ben and Ahmed struggle to prove themselves in the place they have revered for so long, each of them must face losing it forever. The Expectations is at once a finely drawn portrait of American privilege and a subtle exploration of class, race, and tradition. Above all, it is a tender, sharp, and evocative debut about the pain and treachery of adolescence, and the difficulty--wherever one finds oneself--of truly belonging.

In this sharply observed novel set in and around London, three college friends, now in their thirties, must come to terms with the gap between the lives they imagined for themselves and reality in the face of marriage, fertility struggles, and loss. In her first year of motherhood after an unplanned pregnancy, Cate is constantly exhausted, spiraling into self-doubt and postpartum anxiety. Her husband Sam seems oblivious, but maybe she’d prefer he remain in the dark. How can she admit the unthinkable—that she misses her freedom? In contrast, Hannah continues to endure round after round of unsuccessful IVF treatments. The process is taking its toll on her physically and emotionally—and, she worries, creating distance between her and her husband Nathan. She is godmother to Cate’s son, but every time they get together, it’s a trigger. Beautiful and unattached, Lissa is re-evaluating what it means to be an actress in her thirties. While she fiercely resists convention, she’s also lonely. A chance encounter in the British Library with Nathan has her wondering if she missed her best chance at love when she introduced him to Hannah. As each woman longs for what the others seemingly possess, will their bonds of friendship sustain them in this liminal phase of their lives—or will their envy and desire tear them apart?

For over a quarter of a century the problem of losing church members has progressively increased. Today the situation is so bad that less than one-third of the members in some churches attend worship services. Church leaders are crying for help.In an effort to help church leaders, the Billy Graham School of the Southern Baptist Theological Seminary conducted a massive research project involving nearly 287 churches. The most revealing aspect of the study was that the higher expectations placed on members, the greater the likelihood that the members would stay and be involved with the church. Using the data gathered from this project, Thom Rainer presents the first-ever comprehensive study about 'closing the back door.' Rainer looks at why people are leaving the church and how church leaders can keep the members.

After picking up trash for a dollar an hour, working in an auto store, a bookstore, a coal mine and spending time as a process engineer, draftsman, and landscaper, you learn how to succeed in the workplace. Those are just a handful of the jobs that Eric Hinrichs has worked over the years, and he walks you through how to navigate career challenges in this guide to surviving and thriving in the professional world. Learn how to: - make a great first impression with co-workers and supervisors; - improve relationships with difficult colleagues and clients; - boost your chances of earning a promotion; and - avoid common mistakes. He also highlights why we must sometimes change our attitudes, which can be hard. The perception of who we are in the eyes of others is largely based on our own beliefs, the ways we interact with others, the ways we approach our jobs, and how we feel about ourselves. Maximize career opportunities, improve your chances for advancement, earn more money, and enjoy your work more with the lessons in Perceptions and Expectations.

In an increasingly dynamic and competitive world, organizations of all kinds are continually looking for leaders who can most effectively inspire others to improve productivity and performance. Yet, meeting goals and objectives is no longer enough. Leaders who exceed expectations will be in the best position to emerge as the superstars of their generation. General Looney reflects upon his most formidable experiences during a 40-year career and articulates his leadership philosophy, which is built around a very simple notion -- the greatest leaders are those who not only "exceed expectations," but also inspire others to do the same. Reviews Over the years, I've learned that people at every level of experience and responsibility learn about leadership best from stories which resonate with their own lives. Through a variety of stories, Bill Looney has captured the importance leaders play in creating the right environment to allow organizations to exceed expectations. His reflections on leadership provide a wealth of lessons learned. Well done! Richard B. Myers, Former Chairman of the Joint Chiefs of Staff Whether you are leading military forces or a corporate entity, success is all about exceeding expectations. Bill Looney has it right, and his leadership approach works--I use it in my company! This is a must read for all leaders and those who aspire to leadership positions. Andrew C. Taylor, Chairman and Chief Executive Officer, Enterprise Rent-A-Car There is a dire need for effective leadership in American enterprise today and General Bill Looney's book offers an excellent how-to perspective. As you read it, ask yourself, "How can I apply these common sense techniques to exceed expectations?" Believe me, they will work for you! Bob Gaylor, 5th Chief Master Sergeant of the US Air Force About the Author General Bill Looney retired from the United States Air Force as a general having served on active-duty for forty years. He graduated from the US Air Force Academy in 1966 where was the Cadet Wing Commander and continued to exceed expectations from that point forward. General Looney eventually commanded more organizations than any other Air Force general officer in history with each organization he led achieving demonstrable higher levels of performance and productivity. He is a highly-decorated officer with over 4,200 flying hours. He and his wife, Marilyn, have two daughters, two son-in-laws (both Air Force officers and pilots) and two grandchildren.

Moral expectation is a concept with which all of us are well acquainted. Already as children we learn that certain courses of action are expected of us. We are expected to perform certain actions, and we are expected to refrain from other actions. Furthermore, we learn that something is morally wrong with the failure to do what we are morally expected to do. A central theme of this book is that moral expectation should not be confused with moral obligation. While we are morally expected to do everything we are obligated to do, a person can be morally expected to do some things that he or she is not morally obligated to do. Although moral expectation is a familiar notion, it has not been the object of investigation in its own right. In the early chapters Mellema attempts to provide a philosophical account of this familiar notion, distinguish it from other types of expectations, and show how it is possible to form false moral expectations. Subsequent chapters explore the role of moral expectation in agreements between people, analyze ways that people avoid moral expectation, illustrate how groups can have moral expectations, and view moral expectation in the context of our relationship with divine beings. The final chapter provides insight into how moral expectation operates in people’s professional lives.

"From the star of Bravo's Southern Charm, a book of autobiographical essays offering tongue-in-cheek advice on modern love, friendship, style, and more"--