The Victorian period in Scotland was remarkable, with rapid changes and immense wealth coexisting alongside entrenched conservatism and great poverty. For the churches also, the Victorian period was a time of transformation - with every assumption being challenged and tested. In this context it is not surprising that some churches fragmented, and the Free Church was one of them.

The heart-stopping first chapter in bestselling author Jessica Shirvington's Disruption series. What if a microchip could identify your perfect match? What if it could be used against you and the ones you love? Eight years ago, Mercer Corporation's M-Bands became mandatory. An evolution of the smartphone, the bracelets promised an easier life. Instead, they have come to control it. Two years ago, Maggie Stevens watched helplessly as one of the people she loved most was taken from her, shattering her world as she knew it. Now, Maggie is ready. And Quentin Mercer -- heir to the M-Corp empire -- has become key to Maggie's plan. But as the pieces of her dangerous design fall into place, could Quentin's involvement destroy everything she's fought for? In a world full of broken promises, the ones Maggie must keep could be the most heartbreaking. Ages 14+

It's time to stop just worrying about climate change, says Paul Gilding. Instead we need to brace for impact, because global crisis is no longer avoidable. The 'Great Disruption' started in 2008, with spiking food and oil prices and dramatic ecological change like the melting polar icecap. It is not simply about fossil fuels and carbon footprints. We have come to the end of Economic Growth, Version 1.0, a world economy based on consumption and waste, where we lived beyond the means of our planet's ecosystems and resources. The Great Disruption offers a stark and unflinching look at the challenge humanity faces - yet also a deeply optimistic message. The coming decades will see loss, suffering and conflict as our planetary overdraft is paid. However, they will also bring out the best humanity can offer: compassion, innovation, resilience and adaptability. Gilding tells us how to fight, and win, what he calls 'the One Degree War' to prevent catastrophic warming of the earth, and how to start today. The crisis we are in represents a rare chance to replace our addiction to growth with an ethic of sustainability, and it's already happening. It's also an unmatched business opportunity: old industries will collapse while new companies literally reshape our economy. In the aftermath of the Great Disruption, we will measure 'growth' in a new way. It will mean not quantity of stuff, but quality, and happiness, of life. And, yes, there is life after shopping. The Great Disruption is an invigorating and well-informed polemic by an advocate for sustainability and climate change who has dedicated his life to campaigning for a balanced use of Earth's limited resources. It is essential reading.

Delay and disruption often impacts entire projects and is prevalent throughout the entire construction and engineering industries - no project or construction professional is immune to the effects. This book is aimed at any construction professional anywhere in the world who is involved in preparing, assessing, managing and/or deciding issues concerning the assessment of additional time to complete the work, and also additional payment for delay and/or disruption to the progress of a construction or engineering project. Delay and disruption is endemic in the construction industry and leads to time and cost overruns. It is therefore essential that delays and/or disruptions are identified early so that corrective action can be taken. However, when delay and/or disruption actually occurs, the issue of quantifying the period of any delay, the effects of disruption, and the quantification of the resulting loss during, and especially at the end, of a project is complicated.

In Disruption, Michael De Groot argues that the global economic upheaval of the 1970s was decisive in ending the Cold War. Both the West and the Soviet bloc struggled with the slowdown of economic growth; chaos in the international monetary system; inflation; shocks in the commodities markets; and the emergence of offshore financial markets. The superpowers had previously disseminated resources to their allies to enhance their own national security, but the disappearance of postwar conditions during the 1970s forced Washington and Moscow to choose between promoting their own economic interests and supporting their partners in Europe and Asia. De Groot shows that new unexpected macroeconomic imbalances in global capitalism sustained the West during the following decade. Rather than a creditor nation and net exporter, as it had been during the postwar period, the United States became a net importer of capital and goods during the 1980s that helped fund public spending, stimulated economic activity, and lubricated the private sector. The United States could now live beyond its means and continue waging the Cold War, and its allies benefited from access to the booming US market and the strengthened US military umbrella. As Disruption demonstrates, a new symbiotic economic architecture powered the West, but the Eastern European regimes increasingly became a burden to the Soviet Union. They were drowning in debt, and the Kremlin no longer had the resources to rescue them.

What is the most effective way of managing pupils' behaviour? The effective management of pupils' behaviour has long been a principle concern, not only for classroom teachers, but for all involved with the management of schools. Finding ways of motivating students, preventing disruption, whilst developing positive relationships, can be difficult to implement. Roland Chaplain argues that a multilevel approach is the key to coping with the diverse pressures of teaching and managing behaviour. This approach recognises the importance of management on individual as well as whole school levels, and not just in terms of teacher-student relationships. This well-organised and thoroughly researched book handles a variety of crucial issues with clarity and vision. A range of topics are discussed in detail, including: * teachers' personal development * whole-school level management and effective strategies to anticipate and eliminate minor disruption * classroom-level management which sets out effective routines designed to promote learning and minimise disruption * individual assessment and intervention with students who have emotional or behavioural problems. The book is enhanced throughout with evidence from contemporary research carried out by teachers and young people, which is used to support the advice and guidance offered. Each chapter includes thought-provoking activities and questions which encourage the reader to evaluate and reflect on their own practice. Teachers, student teachers, and headteachers will find this an indispensable guide.

Behaviour management training of trainee and qualified teachers has been a national priority for some time. This second edition addresses the point that this training and practice should be evidence-based. The importance of adopting a research-based approach is a specific requirement of the guidelines on teacher training and central to this book. The training materials in this book give examples of how to put the research into practice, which in turn makes the text more useful for self-development, trainers in schools and university education departments. Moreover, these materials are supported with case studies showing how they have been used successfully in schools throughout the UK.

The Great Disruption reveals how 3D printing manufacturing will transform the world in the same way that Henry Ford’s Model T upended transportation or Gutenberg’s printing press started an information revolution. It traces both the impact of this disruption as it rapidly spreads around the world and affects every kind of industry imaginable, while detailing specific steps that can and should be taken right now to prepare. The 3D manufacturing revolution is pervasive and growing rapidly, and includes such major breakthroughs as: - A machine in Amsterdam that can 3D print a bridge over a canal underneath it using no support or scaffolding - A global auto manufacturer designing a car that automatically changes its physical shape and structure in response to current driving conditions - A scientist in London experimenting with 3D printing material that is two hundred times stronger than steel - A Harvard researcher who is 3D printing batteries the size of a single grain of sand - An astronaut who is printing replacement parts in space—and a shipping executive who is doing the same thing on cargo ships In exploring this radical future, The Great Disruption shows how we can position ourselves to successfully navigate this historic shift to our greatest benefit.

An expert in management takes on the conventional wisdom about disruption, looking at companies that proved resilient and offering managers tools for survival. “Disruption” is a business buzzword that has gotten out of control. Today everything and everyone seem to be characterized as disruptive—or, if they aren't disruptive yet, it's only a matter of time before they become so. In this book, Joshua Gans cuts through the chatter to focus on disruption in its initial use as a business term, identifying new ways to understand it and suggesting new tools to manage it. Almost twenty years ago Clayton Christensen popularized the term in his book The Innovator's Dilemma, writing of disruption as a set of risks that established firms face. Since then, few have closely examined his account. Gans does so in this book. He looks at companies that have proven resilient and those that have fallen, and explains why some companies have successfully managed disruption—Fujifilm and Canon, for example—and why some like Blockbuster and Encyclopedia Britannica have not. Departing from the conventional wisdom, Gans identifies two kinds of disruption: demand-side, when successful firms focus on their main customers and underestimate market entrants with innovations that target niche demands; and supply-side, when firms focused on developing existing competencies become incapable of developing new ones. Gans describes the full range of actions business leaders can take to deal with each type of disruption, from “self-disrupting” independent internal units to tightly integrated product development. But therein lies the disruption dilemma: A firm cannot practice both independence and integration at once. Gans shows business leaders how to choose their strategy so their firms can deal with disruption while continuing to innovate.

Our intuition on how the world works could well be wrong. We are surprised when new competitors burst on the scene, or businesses protected by large and deep moats find their defenses easily breached, or vast new markets are conjured from nothing. Trend lines resemble saw-tooth mountain ridges. The world not only feels different. The data tell us it is different. Based on years of research by the directors of the McKinsey Global Institute, No Ordinary Disruption: The Four Forces Breaking all the Trends is a timely and important analysis of how we need to reset our intuition as a result of four forces colliding and transforming the global economy: the rise of emerging markets, the accelerating impact of technology on the natural forces of market competition, an aging world population, and accelerating flows of trade, capital and people. Our intuitions formed during a uniquely benign period for the world economy -- often termed the Great Moderation. Asset prices were rising, cost of capital was falling, labour and resources were abundant, and generation after generation was growing up more prosperous than their parents. But the Great Moderation has gone. The cost of capital may rise. The price of everything from grain to steel may become more volatile. The world's labor force could shrink. Individuals, particularly those with low job skills, are at risk of growing up poorer than their parents. What sets No Ordinary Disruption apart is depth of analysis combined with lively writing informed by surprising, memorable insights that enable us to quickly grasp the disruptive forces at work. For evidence of the shift to emerging markets, consider the startling fact that, by 2025, a single regional city in China -- Tianjin -- will have a GDP equal to that of the Sweden, of that, in the decades ahead, half of the world's economic growth will come from 440 cities including Kumasi in Ghana or Santa Carina in Brazil that most executives today would be hard-pressed to locate on a map. What we are now seeing is no ordinary disruption but the new facts of business life -- facts that require executives and leaders at all levels to reset their operating assumptions and management intuition.