Though most men are not violent, the overwhelming majority of rapes, sexual assaults, and acts of gun violence are perpetrated by males. The Tough Standard synthesizes over four decades of research in the psychology of men and masculinities and proposes solutions to corresponding social problems. It examines the role of masculine norms in the present moment in American culture against the backdrop high-profile movements such as Me Too, March for Our Lives, and Black Lives Matter.

Men are commonly expected to act "masculine" (e.g., self-sufficient, stoic, strong, dependable, brave, tough, and hard-working) while avoiding stereotypically "feminine" traits (e.g., emotional expressivity, empathy, and nurturance). Few, however, realize that these qualities--when taken to the extreme--can cause emotional constriction, substance abuse, depression, aggression, and violence in many men. Further, even though most men are not violent, decades of research has shown that masculinity is distinctly related to sexual and gun violence and men's poorer health. Considering how girls and women have benefitted from decades of conversations on navigation of their gender in a changing world, similar processes are urgently needed for boys and men. The Tough Standard connects the dots between masculinity and the present moment in American culture (defined by high-profile movements such as Me Too, March for Our Lives, and Black Lives Matter), synthesizes over four decades of research in the psychology of men and masculinities, and proposes solutions to corresponding social problems.

This volume synthesizes and evaluates major theories, research, and applications in the psychology of men and masculinities--a thriving, growing field dedicated to the study of how men's lives shape, and are shaped by, sex and gender.

Three independent chicks who dare to be different are reprimanded by the other barnyard residents for not being quiet and docile, until the smart, fearless trio takes on a runaway tractor.

It is difficult today to imagine life before standard time was established in 1884. In the middle of the nineteenth century, for example, there were 144 official time zones in North America alone. The confusion that ensued, especially among the burgeoning railroad companies, was an hourly comedy of errors that ultimately threatened to impede progress. The creation of standard time, with its two dozen global time zones, is one of the great inventions of the Victorian Era, yet it has been largely taken for granted. In Time Lord, Clark Blaise re-creates the life of Sanford Fleming, who struggled to convince the world to accept standard time. It’s a fascinating story of science, politics, nationalism, and the determined vision of one man who changed the world. Set in a time marked by substantial technological and cultural transformation, Time Lord is also an erudite exploration of art, literature, consciousness, and our changing relationship to time

In Woody Allen's 1973 film, Sleeper, a character wakes up in the future to learn that civilization was destroyed when "a man by the name of Albert Shanker got hold of a nuclear warhead." Shanker was condemned by many when he shut down the New York City school system in the bitter strikes of 1967 and 1968, and he was denounced for stirring up animosity between black parents and Jewish teachers. Later, however, he built alliances with blacks, and at the time of his death in 1997, such figures as Bill Clinton celebrated Shanker for being an educational reformer, a champion of equality, and a promoter of democracy abroad. Shanker lived the lives of several men bound into one. In his early years, he was the "George Washington of the teaching profession," helping to found modern teacher unionism. During the 1980s, as head of the American Federation of Teachers, he became the nation's leading education reformer. Shanker supported initiatives for high education standards and accountability, teacher-led charter schools, and a system of "peer review" to weed out inadequate teachers. Throughout his life, Shanker also fought for "tough liberalism," an ideology favoring public education and trade unions but also colorblind policies and a robust anticommunism all of which, Shanker believed, were vital to a commitment to democracy. Although he had a coherent worldview, Shanker was a complex individual. He began his career as a pacifist but evolved into a leading defense and foreign policy hawk. He was an intellectual and a populist; a gifted speaker who failed at small talk; a liberal whose biggest enemies were often on the left; a talented writer who had to pay to have his ideas published; and a gruff unionist who enjoyed shopping and detested sports. Richard D. Kahlenberg's biography is the first to offer a complete narrative of one of the most important voices in public education and American politics in the last half century. At a time when liberals are accused of not knowing what they stand for, Tough Liberal illuminates an engaging figure who suggested an alternative liberal path.

Originally published: New York: Simon & Schuster, 2010.

THESE HABITS WILL MAKE YOU EXTRAORDINARY. Twenty years ago, author Brendon Burchard became obsessed with answering three questions: 1. Why do some individuals and teams succeed more quickly than others and sustain that success over the long term? 2. Of those who pull it off, why are some miserable and others consistently happy on their journey? 3. What motivates people to reach for higher levels of success in the first place, and what practices help them improve the most After extensive original research and a decade as the world’s leading high performance coach, Burchard found the answers. It turns out that just six deliberate habits give you the edge. Anyone can practice these habits and, when they do, extraordinary things happen in their lives, relationships, and careers. Which habits can help you achieve long-term success and vibrant well-being no matter your age, career, strengths, or personality? To become a high performer, you must seek clarity, generate energy, raise necessity, increase productivity, develop influence, and demonstrate courage. The art and science of how to do all this is what this book is about. Whether you want to get more done, lead others better, develop skill faster, or dramatically increase your sense of joy and confidence, the habits in this book will help you achieve it faster. Each of the six habits is illustrated by powerful vignettes, cutting-edge science, thought-provoking exercises, and real-world daily practices you can implement right now. If you’ve ever wanted a science-backed, heart-centered plan to living a better quality of life, it’s in your hands. Best of all, you can measure your progress. A link to a free professional assessment is included in the book.

The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life—and shows how to finally turn this common sense into common practice.

On June 23, 2008, President George W. Bush nominated Ann Dunwoody as a four-star general in the US Army-the first time a woman had ever achieved that rank. The news generated excitement around the world. Now retired after nearly four decades in the Army, Dunwoody shares what she learned along the way, from her first command leading 100 soldiers to her final assignment, in which she led a 60 billion enterprise of over 69,000 employees, including the Army's global supply chain in support of Iraq and Afghanistan. What was the driving force behind Dunwoody's success? While her talent as a logistician and her empathy in dealing with fellow soldiers helped her rise through the ranks, Dunwoody also realized that true leaders never stop learning, refining, growing, and adapting. In A Higher Standard, Dunwoody details her evolution as a soldier and reveals the core leadership principles that helped her achieve her historic appointment. Dunwoody's strategies are applicable to any leader, no matter the size or scope of the organization. They include lessons such as "Never Walk by a Mistake," a mandate to recognize when something is wrong, big or small, and to hold people accountable. Not only can this save billions for industry, it can sometimes save the lives of soldiers and citizens. She also advises that "Leaders Aren't Invincible-Don't Try to Be": to be our best, we have to acknowledge our worst. And she encourages readers to "Leverage the Power of Diversity" by creating teams of people from different backgrounds to provide a broad range of ideas and devise the best-informed decisions. With these and other guiding principles, A Higher Standard offers practical, tactical advice that everyone can use to lead and achieve with maximum success.