Performing Difference is a compilation of seventeen essays from some of the leading scholars in history, criticism, film, and theater studies. Each author examines the portrayal of groups and individuals that have been traditionally marginalized or excluded from dominant historical narratives. As a meeting point of several fields of study, this book is organized around three meta-themes: race, gender, and genocide. Included are analyses of films and theatrical productions from the United States, as well as essays on cinema from Southern and Central America, Europe, and the Middle East. Topically, the contributing authors write about the depiction of race, ethnicities, gender and sexual orientation, and genocides. This volume assesses how the performing arts have aided in the social construction of the 'other' in differing contexts. Its fundamental premise is that performance is powerful, and its unifying thesis is that the arts remain a major forum for advancing a more nuanced and humane vision of social outcasts, not only in the realm of national imaginations, but in social relations as well.

How immersive simulations--from a fictional border-crossing site to a mock terrorist training camp--attempt to foster understanding across cultures

Introduction : Pressure in the therapeutic relationship -- The Science of performance under pressure -- The Science of the therapist under pressure -- From emotion to rupture -- From emotion to repair -- The Way to Therapist Training -- The Way to therapist Self-care -- Conclusion : In the pressure cooker.

Most of us want to make a difference. We donate our time and money to charities and causes we deem worthy, choose careers we consider meaningful, and patronize businesses and buy products we believe make the world a better place. Unfortunately, we often base these decisions on assumptions and emotions rather than facts. As a result, even our best intentions often lead to ineffective—and sometimes downright harmful—outcomes. How can we do better? While a researcher at Oxford, trying to figure out which career would allow him to have the greatest impact, William MacAskill confronted this problem head on. He discovered that much of the potential for change was being squandered by lack of information, bad data, and our own prejudice. As an antidote, he and his colleagues developed effective altruism, a practical, data-driven approach that allows each of us to make a tremendous difference regardless of our resources. Effective altruists believe that it’s not enough to simply do good; we must do good better. At the core of this philosophy are five key questions that help guide our altruistic decisions: How many people benefit, and by how much? Is this the most effective thing I can do? Is this area neglected? What would have happened otherwise? What are the chances of success, and how good would success be? By applying these questions to real-life scenarios, MacAskill shows how many of our assumptions about doing good are misguided. For instance, he argues one can potentially save more lives by becoming a plastic surgeon rather than a heart surgeon; measuring overhead costs is an inaccurate gauge of a charity’s effectiveness; and, it generally doesn’t make sense for individuals to donate to disaster relief. MacAskill urges us to think differently, set aside biases, and use evidence and careful reasoning rather than act on impulse. When we do this—when we apply the head and the heart to each of our altruistic endeavors—we find that each of us has the power to do an astonishing amount of good.

Dancers create 'civic culture' as performances for public consumption, but also as vernaculars connecting individuals who may have little in common. Examining performance and the construction of culturally diverse communities the book suggests that amateur and concert dance can teach us how to live and work productively together.

A practical, real-world training manual for mid-level management Managing to Make a Difference presents a leadership guide for those in the middle. The C-suite has a wealth of resources for leadership guidance, but middle managers face a quandary: often given little guidance on how to excel, they are also under enormous pressure to do a variety of things other than "lead." This book provides much-needed tools and techniques for building a high-performing team—without letting your other duties suffer. Organized around a coherent philosophy and based on solid research, the discussion offers a roadmap to engagement, talent development, and excellence in management. From difficult situations and organizational challenges to everyday motivation and inspiration, these techniques help middle managers achieve the goals of their organization while empowering their workers to achieve their own. Talent development is probably not your full-time job—yet it drives the engagement that results in high performance. This book shows you how to hit the "sweet spot" of middle management, with a host of tools and strategies to help you help your team shine. Motivate, inspire, and lead your team with confidence Manage through challenges and overcome obstacles Develop key talent and maintain high engagement Adopt practical management tools based on substantiated research Most organizations direct the majority of their development resources to the C-suite, but still expect their mid-level managers to attract, engage, retain, and develop talent; but successfully juggling everyday duties while maintaining team performance and leading around roadblocks leaves little room for management planning. Managing to Make a Difference offers the solution in the form of tools, techniques, and practical strategy for a high performing team.

For the first time the anthologized works of Sarah Fenstermaker and Candace West have been collected along with new essays to provide a complete understanding of this topic of tremendous importance to scholars in social science.

This paper was originally prepared for the Federal Judicial Center, Washington, D. C.