"This should be required reading by every school administator, every teacher, every board member and all university faculty involved in the training of teachers. There is no doubt that we need to squeeze all blame, all coerion and all criticism out of any people-related business. Not until we realize that schools are in a people business will we ever be able to make meaningful changes." --Dr. Albert Mamary, former superintendent of schools, Johnson City, New York

"This should be required reading by every school administator, every teacher, every board member and all university faculty involved in the training of teachers. There is no doubt that we need to squeeze all blame, all coerion and all criticism out of any people-related business. Not until we realize that schools are in a people business will we ever be able to make meaningful changes." --Dr. Albert Mamary, former superintendent of schools, Johnson City, New York

This book is the follow-up to its immediate predecessor, The Quality School. Based on the work of W. Edwards Deming and on Dr. Glasser's own choice theory, it is written for teachers who are trying to abandon the old system of boss-managing, which is effective for less than half of all students. William Glasser, M.D., explains that only through lead-management can teachers create classrooms in which all students not only do competent work but begin to do quality work. These classrooms are the core of a quality school. The book begins by explaining that to persuade students to do quality schoolwork, teachers must first establish warm, totally noncoercive relationships with their students; teach only useful material, which means stressing skills rather than asking students to memorize information; and move from teacher evaluation to student self-evaluation. There are no generalities in this book: It provides the specifics that classroom teachers seek as they begin the move to quality schools.

This book is the follow-up to its immediate predecessor, The Quality School. Based on the work of W. Edwards Deming and on Dr. Glasser's own choice theory, it is written for teachers who are trying to abandon the old system of boss-managing, which is effective for less than half of all students. William Glasser, M.D., explains that only through lead-management can teachers create classrooms in which all students not only do competent work but begin to do quality work. These classrooms are the core of a quality school. The book begins by explaining that to persuade students to do quality schoolwork, teachers must first establish warm, totally noncoercive relationships with their students; teach only useful material, which means stressing skills rather than asking students to memorize information; and move from teacher evaluation to student self-evaluation. There are no generalities in this book: It provides the specifics that classroom teachers seek as they begin the move to quality schools.

This volume collects Bulletins 1-16 issued as supplements to the book The Quality School: Managing Students Without Coercion by William Glasser.

This second edition has the same content as the first edition but includes testimonials and additional submissions from teachers and parents. The Discipline without Stress® Teaching Model is used around the world. The non-coercive (yet non-permissive) approach to promoting responsible behaviour and motivation for learning is totally different from current approaches that use rewards for appropriate behaviour and coercive threats and punishments. The book can be used across the entire teaching spectrum -- in small childcare centres to large high schools and in rural, suburban and urban schools. It can be used in any home or youth setting.

Transformative Classroom Management The natural condition of any classroom is harmonious, satisfying, and productive, so why do so many teachers struggle with problems of apathy, hostility, anxiety, inefficiency, and resistance? In this groundbreaking book, education expert John Shindler presents a powerful model, Transformative Classroom Management (TCM), that can be implemented by any teacher to restore the natural positive feelings in his or her classroom—the love of learning, collaboration, inspiration, and giving—and create a productive learning environment in which all students can achieve. Unlike other classroom management systems that view problems as something to be “handled,” TCM offers suggestions for creating optimal conditions for learning, performance, motivation, and growth. This practical book shows teachers how to abandon ineffective short-term gimmicks, bribes, and punishments and adopt the proven management practices and new habits of mind that will transform their classrooms. Praise for Transformative Classroom Management “Transformative Classroom Management is a practical resource that explains the how and why of classroom management for novice and veteran teachers. Dr. Shindler recognizes the importance of preserving the teacher’s sanity while ensuring the student’s development of a personal sense of responsibility and a positive self-esteem.” —Eileen Matus, principal, South Toms River Elementary School, New Jersey “I have read many other management books by other authors, but Transformative Classroom Management has been the best so far at demystifying the invisible forces in the classroom.” —WILL McELROY, 4th grade teacher, Los Angeles United School District “This book was an invaluable tool for me during my student teaching. It served as a reference book that I found myself continually drawn to while struggling to find ways to effectively manage 29 first graders. The ideas, concepts and suggestions in the book were so innovative and helpful that even my Master Teacher found herself implementing some of the ideas! A must have for all student teachers!” —Carol Gillon, student teacher, Seattle University “Insightful and thoroughly researched, Transformative Classroom Management is an invaluable tool to help teachers, newbies and veterans alike, develop fully functional and engaged learning communities.” —LISA GAMACHE RODRIGUEZ, teacher, Los Angeles Unified School District

Having the ability to manage the learning environment, motivate students in the environment, and offer instruction that itself is motivating and which contributes to students learning what they need to learn and acquiring skills they need to acquire characterizes effective teachers. To meet these expectations, teachers need highly developed skills as instructional specialists, motivators, managers, and problem solvers. This new and expanded edition offers practical information for beginning as well as veteran teachers to become more knowledgeable, skilled, and effective in their work. Through study, application of what has been studied, and analysis and evaluation of the end result of this application, teachers who care to improve can improve. The text provides a specific context and focus for this active learning in areas of management and motivation. Additional sections discuss: understanding motivation and motivating environments, creating a managed environment with models and theories of management, best practice in teaching, creating and maintaining safe learning environments, responding to student motivation and behavior problems, and case studies for analysis in student motivation and classroom management. The text reviews appropriate strategies when responding to specific types of student misbehavior and also discusses zero tolerance policies, bullying, expulsion, teaching special students, addressing diversity, violence, school uniforms, and drug abuse as related to management and motivation. It is highlighted with supporting examples, question and activity sections by chapter, a helpful glossary, and 29 additional tables. This third edition continues to be an invaluable resource for teachers, student teachers, special educators, and school administrators in providing guidance, practical recommendations, and insight into developing sound management and motivation in the classroom.