Breaking Through the Access Barrier argues that the policies designed to address inequalities in college access are failing to address underlying issues of inequality. This book introduces academic capital formation (ACF), a groundbreaking new theory defined by family knowledge of educational options and the opportunities for pursuing them. The authors suggest focusing on intervention programs and public policy to promote improvement in academic preparation, college information, and student aid. This textbook offers: a new construct–academic capital–that integrates and draws upon existing literature on influencing access to college practical advice for better preparation and intervention real student outcomes, databases, and interviews taken from exemplary intervention programs empirical research illuminating the role of class reproduction in education and how interventions (financial, academic, and networking) can reduce student barriers quantitative and qualitative analysis of the importance and effectiveness of several major policy interventions. Written for courses on higher education policy and policy analysis, readers will find Breaking Through the Access Barrier offers valuable advice for working within new policy frameworks and reshaping the future of educational opportunities and access for under-represented students from disadvantaged backgrounds.

This book argues that the policies designed to address inequalities in college access are failing to address underlying issues of inequality. Breaking Through the Access Barrier introduces a groundbreaking new theory—academic capital formation (ACF)—to promote improvement in academic preparation, college information, and student aid.

Award winning Australian biography endorsed by Painaustralia. In 1964 a junior doctor saw two critically burned boys run into a Sydney hospital begging for help. He saved their lives but struggled to reduce their suffering because few pain treatments existed. That doctor dedicated his life to reducing suffering by improving the treatment of pain. In a career that spanned 50 years, Dr Michael Cousins led the pain world, and crusaded tirelessly for access to pain management to be viewed as a universal human right. He developed new treatments such as epidural analgesia and closed-loop spinal stimulation that revolutionised pain management.

This book takes the reader through a journey of how fear of loss progressively creates barriers and bureaucracy that inevitably cause companies to fail -- and what leaders need to do to overcome these seemingly impenetrable walls. The greatest threat to an organization's success is not always the competition. Often, it is what a company does to itself. Because of fear, companies become plagued with barriers and bureaucracy that limit success, crush employees, and infuse frustration and a sense of futility across the enterprise. It starts with a narrowing of focus, which leads to the first level of bureaucracy: parochialism. Parochialism exists when managers and departments begin to view the world through the filter of their own little silo and build walls made of rules and policies to protect their turf. As businesses grow and become more complex, the second level of bureaucracy is reached: territorialism. While parochialism is about protecting a department from outsiders, territorialism is about controlling those inside the silo. The third and final level of bureaucracy is empire building, which is a response to perceived threats to a department's ability to be self-sufficient. These barriers cost organizations a fortune in inefficiency, turnover, waste, and demoralization. Tearing down these barriers is difficult, but it can be done. Parochialism can be eliminated by resetting rules and policies and refocusing on the ultimate mission of the organization. Territorialism can be eliminated by creating true empowerment, along with appropriate levels of accountability. Empire building can be addressed through shared goals and a set of guiding principles that help act as a referee in decision making. But that's not enough. Managers must also create a culture of courage to enable employees to take advantage of these new freedoms and accountabilities. Courage killers must be rooted out and dealt with swiftly and strongly. Finally, leaders must refocus on mission success rather than just checking off their part of the process, manage reference points, and engage employees. By doing all these things, an organization can become fearless and unstoppable.

IT WAS ONLY A MATTER OF TIME.... Once widely considered an impossibility--the stuff of science fiction novels--time travel may finally be achieved in the twenty-first century. In Breaking the Time Barrier, bestselling author Jenny Randles reveals the nature of recent, breakthrough experiments that are turning this fantasy into reality. The race to build the first time machine is a fascinating saga that began about a century ago, when scientists such as Marconi and Edison and Einstein carried out research aimed at producing a working time machine. Today, physicists are conducting remarkable experiments that involve slowing the passage of information, freezing light, and breaking the speed of light--and thus the time barrier. In the 1960s we had the "space race." Today, there is a "time race" involving an underground community of working scientists who are increasingly convinced that a time machine of some sort is finally possible. Here, Randles explores the often riveting motives of the people involved in this quest (including a host of sincere, if sometimes misguided amateurs), the consequences for society should time travel become a part of everyday life, and what evidence might indicate that it has already become reality. For, if time travel is going to happen--and some Russian scientists already claim to have achieved it in a lab--then its effects may already be apparent.

Readers learn to extend the useful life of their current PC and reduce overall cost of ownership by just simply upgrading your BIOS!

Of organizations that seek strategic change, 70% fail. In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine the core problem: organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success--failure to see, failure to move, and failure to finish--and offer a start-to-finish strategy for helping others change how they view their goals and the steps they must take to achieve them. This book systematically shows you how to implement the single change that makes all the others possible: redirecting individuals' ideas and expectations to be aligned with the new direction of the company.

In times of growing economic inequality, improving equity in education becomes more urgent. While some countries and economies that participate in the OECD Programme for International Student Assessment (PISA) have managed to build education systems where socio-economic status makes less of a difference to students' learning and well-being, every country can do more. Equity in Education: Breaking Down Barriers to Social Mobility shows that high performance and more positive attitudes towards schooling among disadvantaged 15-year-old students are strong predictors of success in higher education and work later on. The report examines how equity in education has evolved over several cycles of the OECD Programme for International Student Assessment (PISA). It identifies the policies and practices that can help disadvantaged students succeed academically and feel more engaged at school. Using longitudinal data from five countries (Australia, Canada, Denmark, Switzerland, and the United States), the report also describes the links between a student's performance near the end of compulsory education and upward social mobility - i.e. attaining a higher level of education or working in a higher-status job than one's parents.

As our daily lives and corporate well-being become more dependent upon computers, system reliability grows increasingly important. No longer are frequent system outages acceptable. In many cases, failure intervals must now be measured in centuries. Even current fault-tolerant computing systems will fail once every five or ten years. This book is the first in a three-part series on active/active systems. It describes techniques that can be used today for extending system failure times from years to centuries, often at little or no additional cost. The techniques described include splitting a large system into smaller, cooperating independent nodes. Copies of the application's database are distributed across the nodes. It is shown that these techniques significantly reduce the number of system failure modes and increase the level of sparing. As a result, the loss of a single node's capacity occurs far less frequently than the loss of all capacity when the equivalent monolithic system fails. Furthermore, the loss of more than one node's worth of capacity is almost never. Central to these techniques is the requirement that all database copies that are distributed across the network must be kept in synchronism. Several methods available today for maintaining synchronism are described. They include asynchronous data replication, synchronous data replication, and network transactions.

Demystifies the language-learning process by exploring such elements as left brain/right brain functions, the development of self-confidence and the discovery of one's personal learning style. Topics covered include the role of language identity, acquiring a second-language identity and motivation.