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¿Cómo formar niños que sean líderes de su propia mente? ¡La tarea es dificilísima, pero vital! No podemos cambiar a los demás, pero sí podemos empeorarlos. Muchos padres y profesores aprisionan la mente de sus hijos y alumnos con técnicas educativas que asfixian su seguridad y resiliencia, produciendo jóvenes frágiles, tímidos e hipersensibles. Pero ¿cómo formar mentes libres y tranquilas en una sociedad de jóvenes ansiosos e intoxicados por el celular? Ante este enorme desafío, el doctor Augusto Cury —el psiquiatra más leído en la actualidad— nos ofrece veinte reglas de oro para educar seres emocionalmente protegidos, responsables, creativos y autónomos, entre ellas: • Aprender a establecer límites. • No elevar el tono de voz ni criticar en exceso. • Conocer a las nuevas generaciones. • No ser aburrido ni repetitivo. • No dar regalos en exceso. No podemos cambiar a los niños, pero podemos emplear herramientas para que ellos mismos se reciclen, reescriban su historia y dirijan su propio script.
This Child-Friendly Schools (CFS) Manual was developed during three-and-a-half years of continuous work, involving the United Nations Children's Fund education staff and specialists from partner agencies working on quality education. It benefits from fieldwork in 155 countries and territories, evaluations carried out by the Regional Offices and desk reviews conducted by headquarters in New York. The manual is a part of a total resource package that includes an e-learning package for capacity-building in the use of CFS models and a collection of field case studies to illustrate the state of the art in child-friendly schools in a variety of settings.
Hundreds of grassroots groups have sprung up around the world to teach programming, web design, robotics, and other skills outside traditional classrooms. These groups exist so that people don't have to learn these things on their own, but ironically, their founders and instructors are often teaching themselves how to teach. There's a better way. This book presents evidence-based practices that will help you create and deliver lessons that work and build a teaching community around them. Topics include the differences between different kinds of learners, diagnosing and correcting misunderstandings, teaching as a performance art, what motivates and demotivates adult learners, how to be a good ally, fostering a healthy community, getting the word out, and building alliances with like-minded groups. The book includes over a hundred exercises that can be done individually or in groups, over 350 references, and a glossary to help you navigate educational jargon.
The North American Mosaic has four overarching features. First, it is, to the extent feasible, based on comparable information on the status and trends of major indicators of the state of the environment in Canada,Mexico, and the United States. Second, the report confirms that these three countries together make up an incredibly complex, dynamic, and interconnected ecosystem in which humans play a dominant and decisive role. Third, the report raises important and sometimes disquieting questions concerning the sustainability of some current trends. Finally, the report is a reminder that our economic, social, and physical well-being are utterly dependent on the life-sustaining services provided by nature. This report emphasizes the importance of developing mutually compatible economic, social, and environmental goals and policies across the three-country region.
Recommendations by the National Council on Education Standards and Testing (NCEST) are provided concerning whether national standards and a system of assessments are desirable and feasible and how national standards and a system of assessments are to be developed and implemented. The NCEST found that the absence of explicit national standards keyed to world-class levels of performance severely hampers the ability to monitor the nation's progress toward the six national education goals. Without well-defined and demanding standards, American education has gravitated toward "de facto" national minimum expectations, with curricula focusing on low-level reading and arithmetic skills and on small amounts of factual material in other content areas. Most current assessment methods cannot determine if students are acquiring the skills/knowledge they need to prosper in the future. These assessments reinforce the emphasis on low-level skills and processing bits of data rather than on problem solving and critical thinking. It is concluded that high national education standards and a voluntary linked system of assessments are desirable and feasible mechanisms for raising expectations, revitalizing instruction, and rejuvenating education reform efforts for all American schools and students. The NCEST will work toward local commitment to high national expectation for achievement for all students, and toward developing Federal, state, and local policies that ensure high quality resources (instructional materials and well-prepared teachers). Acknowledgments; authorization for the NCEST; public comments; the six national education goals; and reports of the standards, assessment, implementation, English, mathematics, science, history, and geography task forces of the NCEST are appended. (RLC)
The Rebel is the memoir of a revolutionary woman, Leonor Villegas de Magnon (1876-1955), who was a fiery critic of dictator Porfirio Diaz and a conspirator and participant in the Mexican Revolution. Villegas de Magnon rebelled against the ideals of her aristocratic class and against the traditional role of women in her society. In 1910 Villegas moved from Mexico to Laredo, Texas, where she continued supporting the revolution as a member of the Junta Revolucionaria (Revolutionary Council) and as a fiery editorialist in Laredo newspapers. In 1913, she founded La Cruz Blanca (The White Cross) to serve as a corps of nurses for the revolutionary forces active from the border region to Mexico City. Many women like Villegas de Magnon from both sides of the border risked their lives and left their families to support the revolution. Years later, however, when their participation had still been unacknowledged and was running the risk of being forgotten, Villegas de Magnon decided to write her personal account of this history. The Rebel covers the period from 1876 through 1920, documenting the heroic actions of the women. Written in the third person with a romantic fervor, the narrative interweaves autobiography with the story of La Cruz Blanca. Until now Villegas de Magnon's written contributions have remained virtually unrecognized - peripheral to both Mexico and the United States, fragmented by a border. Not only does her work attest to the vitality, strength and involvement of women in sociopolitical concerns, but it also stands as one of the very few written documents that consciously challenges stereotyped misconceptions of Mexican Americans held by both Mexicans and Anglo-Americans.
Based on twenty case studies of universities worldwide, and on a survey administered to leaders in 101 universities, this open access book shows that, amidst the significant challenges caused by the COVID-19 pandemic, universities found ways to engage with schools to support them in sustaining educational opportunity. In doing so, they generated considerable innovation, which reinforced the integration of the research and outreach functions of the university. The evidence suggests that universities are indeed open systems, in interaction with their environment, able to discover changes that can influence them and to change in response to those changes. They are also able, in the success of their efforts to mitigate the educational impact of the pandemic, to create better futures, as the result of the innovations they can generate. This challenges the view of universities as "ivory towers" being isolated from the surrounding environment and detached from local problems. As they reached out to schools, universities not only generated clear and valuable innovations to sustain educational opportunity and to improve it, this process also contributed to transform internal university processes in ways that enhanced their own ability to deliver on the third mission of outreach