Written in an accessible and personal style, this innovative study of authority in education examines scenarios of authority in ways that problematize, augment, and redefine prevalent ideas of how it works. Usually seen as a thing that people have, the author suggests that authority should be understood instead as a relation that happens between people, which gets enacted in circuits where each participant has a role to play; those circuits can include teachers, students, the books they read, as well as former teachers and former students. Drawing on ideas from psychoanalysis, hermeneutics, philosophy of language, and the work of Jacques Derrida and Paulo Freire, the book offers a useful new understanding of authority in education.

When we encounter a news story, why do we accept its version of events? Why do we even recognize it as news? A complicated set of cultural, structural, and technological relationships inform this interaction, and Journalistic Authority provides a relational theory for explaining how journalists attain authority. The book argues that authority is not a thing to be possessed or lost, but a relationship arising in the connections between those laying claim to being an authority and those who assent to it. Matt Carlson examines the practices journalists use to legitimate their work: professional orientation, development of specific news forms, and the personal narratives they circulate to support a privileged social place. He then considers journalists' relationships with the audiences, sources, technologies, and critics that shape journalistic authority in the contemporary media environment. Carlson argues that journalistic authority is always the product of complex and variable relationships. Journalistic Authority weaves together journalists’ relationships with their audiences, sources, technologies, and critics to present a new model for understanding journalism while advocating for practices we need in an age of fake news and shifting norms.

The inner and outer lives of Gen Z are complex. The world today is complicated. The way young people form bonds and make meaning is changing. Our data show that checking "affiliated" or "unaffiliated" on a survey doesn't tell the whole story on young peoples' religious identities. It doesn't tell us all we need to know about the things young people long for and belong to. Behaviors tell us more than checked boxes. Relationships reveal more than affiliations. And the most effective relationships practice Relational Authority, a framework that responds to these complexities, that is rooted in five practices: listening, transparency, integrity, care, and expertise. The largest data set of its kind, The State of Religion & Young People 2020: Relational Authority collects data from over 10,000 surveys and over 150 interviews with young people ages 13-25. With special features on politics, careers, and virtual environments--as well as a comprehensive look at the changing social, religious, and cultural landscape--it not only provides data, but actionable insights and fresh frameworks to help you act on these findings.

A reinterpretation of world politics drawing on Chinese cultural and philosophical traditions to argue for a focus on relations amongst actors, rather than on the actors individually.

Authority based on relationship--especially in church government.

A guide to using positive organizational change to do more with less, from the acclaimed author of The Southwest Airlines Way. Whether from customers, supply-chain partners, policymakers, or regulators, organizations in virtually every industry are facing calls to do more with less. They are feeling compelled to provide higher-quality outcomes, more rapidly, at a lower cost. This book offers a road-tested approach for delivering these outcomes through positive organizational change. Its message comes just in time—for too many companies have gone the way of low-road strategies, such as cutting pay and perks, and working harder not smarter. Drawing on her pathbreaking research, Jody Hoffer Gittell reveals that high performance is fundamentally relational—rooted in both human and social capital. Based on this insight, she provides a unique model that will help companies build meaningful relationships among colleagues, develop smarter work processes, and design organizational structures fit for today’s pressure test. By following four organizations on their change journeys, she illustrates how “relational coordination” unfolds in real-world settings. In addition, tools for change guide readers as they learn how to implement this new model in their own workplaces.

The #1 New York Times bestselling author of Never Eat Alone redefines collaboration with a radical new workplace operating system in which leadership no longer demands an office, an official title, or even a physical workplace. “An actionable methodology for any team to thrive during the decade of exponential change ahead.”—Peter H. Diamandis, founder of XPRIZE and Singularity University, bestselling co-author of Abundance, Bold, and The Future Is Faster Than You Think In times of stress, we have a choice: we can retreat further into our isolated silos, or we can commit to “going higher together.” When external pressures are mounting, and employees are working from far-flung locations across the globe, says bestselling author Keith Ferrazzi, we can no longer afford to waste time navigating the complex chains of command or bureaucratic bottlenecks present in most companies. But when we choose the bold new methodology of co-elevation as our operating model, we unlock the potential to boost productivity, deepen commitment and engagement, and create a level of trust, mutual accountability, and purpose that exceeds what could have been accomplished under the status quo. And you don’t need any formal authority to do it. You simply have to marshal a commitment to a shared mission and care about the success and development of others as much as you care about your own. Regardless of your title, position, or where or how you work, the ability to lead without authority is an essential workplace competency. Here, Ferrazzi draws on over a decade of research and over thirty years helping CEOs and senior leaders drive innovation and build high-performing teams to show how we can all turn our colleagues and partners into teammates and truly reboot the way we work together.

Seduction, Surrender, and Transformation demonstrates how interpersonal psychoanalysis obliges analysts to engage their patients with genuine emotional responsiveness, so that not only the patient but the analyst too is open to ongoing transformation through the analytic experience. In so doing, the analyst moves from the position of an "interpreting observer" to that of an "active participant and facilitator" whose affective communications enable the patient to acquire basic self-trust along with self-knowledge. Drawing on the current literature on affect, Maroda argues that psychological change occurs through affect-laden interpersonal processes. Given that most patients in psychotherapy have problems with affect management, the completing of cycles of affective communication between therapist and patient becomes a vitally important aspect of the therapeutic enterprise. Through emotionally open responses to their patients and careful use of patient-prompted self-disclosures, analysts can facilitate affect regulation responsibly and constructively, with the emphasis always remaining on the patients' experience. Moments of mutual surrender - the honest emotional giving over of patient to analyst and analyst to patient - epitomize the emotionally intense interpersonal experiences that lead to enduring intrapsychic change. Maroda's work is profoundly personal. She does not hesitate to share with the reader how her own personality affects her thinking and her work. Indeed, she believes her theoretical and clinical preferences are emblematic of the way in which the analyst's subjectivity necessarily shapes theory choice and practice preferences in general. Seduction, Surrender, and Transfomation is not only a powerful brief for emotional honesty in the analytic relationship but also a model of the personal openness that, according to Maroda, psychoanalysis demands of all its practitioners.

A growing number of Christians feel drawn to relational theology. The God of the Bible seems thoroughly relational, and we are increasingly aware of our own interrelatedness with others. Contributors to this volume tease out some implications of relational theology in light of a host of issues, doctrines, and agendas. The result is a must-read collection of essays with proposals sure to be the center of conversations for decades to come!

In Power in Modernity, Isaac Ariail Reed proposes a bold new theory of power that describes overlapping networks of delegation and domination. Chains of power and their representation, linking together groups and individuals across time and space, create a vast network of intersecting alliances, subordinations, redistributions, and violent exclusions. Reed traces the common action of “sending someone else to do something for you” as it expands outward into the hierarchies that control territories, persons, artifacts, minds, and money. He mobilizes this theory to investigate the onset of modernity in the Atlantic world, with a focus on rebellion, revolution, and state formation in colonial North America, the early American Republic, the English Civil War, and French Revolution. Modernity, Reed argues, dismantled the “King’s Two Bodies”—the monarch’s physical body and his ethereal, sacred second body that encompassed the body politic—as a schema of representation for forging power relations. Reed’s account then offers a new understanding of the democratic possibilities and violent exclusions forged in the name of “the people,” as revolutionaries sought new ways to secure delegation, build hierarchy, and attack alterity. Reconsidering the role of myth in modern politics, Reed proposes to see the creative destruction and eternal recurrence of the King’s Two Bodies as constitutive of the modern attitude, and thus as a new starting point for critical theory. Modernity poses in a new way an eternal human question: what does it mean to be the author of one’s own actions?