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This is a lucid and up-to-date overview of language change. It discusses where our evidence about language change comes from, how and why changes happen, and how languages begin and end. It considers both changes which occurred long ago, and those currently in progress. It does this within the framework of one central question - is language change a symptom of progress or decay? It concludes that language is neither progressing nor decaying, but that an understanding of the factors surrounding change is essential for anyone concerned about language alteration. For this substantially revised third edition, Jean Aitchison has included two new chapters on change of meaning and grammaticalization. Sections on new methods of reconstruction and ongoing chain shifts in Britain and America have also been added as well as over 150 new references. The work remains non-technical in style and accessible to readers with no previous knowledge of linguistics.
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As founding editor of Creative Nonfiction and architect of the genre, Lee Gutkind played a crucial role in establishing literary, narrative nonfiction in the marketplace and in the academy. A longstanding advocate of New Journalism, he has reported on a wide range of issues—robots and artificial intelligence, mental illness, organ transplants, veterinarians and animals, baseball, motorcycle enthusiasts—and explored them all with his unique voice and approach. In My Last Eight Thousand Days, Gutkind turns his notepad and tape recorder inward, using his skills as an immersion journalist to perform a deep dive on himself. Here, he offers a memoir of his life as a journalist, editor, husband, father, and Pittsburgh native, not only recounting his many triumphs, but also exposing his missteps and challenges. The overarching concern that frames these brave, often confessional stories, is his obsession and fascination with aging: how aging provoked anxieties and unearthed long-rooted tensions, and how he came to accept, even enjoy, his mental and physical decline. Gutkind documents the realities of aging with the characteristically blunt, melancholic wit and authenticity that drive the quiet force of all his work.
How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects. This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors’ own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com. Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.
Ethno-national and religious identity and violence dominate modern politics, from Northern Ireland to terrorism in Sri Lanka, the former Yugoslavia or Afghanistan and Iraq. This book shows that social theory should be a major tool in helping explain national, religious and identity problems.
"Gil Crosby has accomplished what most of us in the world of applied behavioral science, in general, and OD and T-Group training, in particular, have not—making the theoretical father of our work accessible. Thus, this book is a gift and with it we can understand more deeply and teach others more accurately what Lewin actually stated and meant. Moreover, the book is reader-friendly, visually appealing, and humorous rather than academically boring. Thank you, Gil!" Dr. W. Warner Burke E.L. Thorndike Professor of Psychology and Education Teachers College, Columbia University Kurt Lewin (1890-1947) was a visionary psychologist and social scientist who used rigorous research methods to establish an approach to planned change that is both practical and reliable. He mentored and inspired most of the early professionals who came to identify themselves as practitioners of organization development (OD). He also fostered the emergence of the experiential learning method known as the T-group, which uniquely structures group dynamics into a laboratory for dramatic individual and team development. In the early days, most OD professionals learned much about themselves and about group dynamics through T-group experiences. Lewin’s methods, though little known, yield consistent business results such as increased performance and improved morale. His approaches have the rare impact of not just changing behavior, but changing the beliefs that underlie behavior. Sadly, most OD professionals today— business and organizational leaders, community organizers, and people, in general—have never read any of Lewin’s actual writing beyond a quote or two. Indeed, some in the OD profession have rejected or distanced themselves from what they think Lewin taught, even though they and many others seem to know very little about his methods or history. Because Lewin was a prolific writer, one of the author’s main goals is to organize his immense body of published work so that readers can easily explore the source material and form their own opinions. Essentially, this book is aimed at introducing Lewin in a new way, both simplified yet substantial enough to guide anyone who is trying to plan change, whether at the individual, group/team, organizational, or societal levels. Lewin was not trying to create methods for OD professionals alone (or for social scientists as he regarded himself). In his interventions, he taught those how to do their own version of planned change. He believed social science might be the light that helps create a brighter future for humanity. This text transfers this knowledge to a broad audience so that each reader can more successfully implement organizational and social change.
Every man dreams of a utopia in which disease is conquered and the only thing left to die of is old age. In a study of the history and concepts of medicine, René Dubos, who is one of America’s most distinguished scientists, shows that such a utopia is neither possible nor desirable. Organized species such as ants have established a satisfactory equilibrium with their environment and suffer no great waves of disease or changes in their social structure. But man is essentially dynamic, his way of life constantly in flux from century to century. He experiments with synthetic products and changes his diet; he builds cities that breed rats and infection; he builds automobiles and factories which pollute the air; and he constructs radioactive bombs. As life becomes more comfortable and technology more complicated, new factors introduce new dangers; the ingredients for utopia are the agents of new disease. Dr. Dubois’ thesis may sound discouraging to a world looking for a cure-all in medical research, but actually it is affirmative—even hopeful. Once we accept the fact that “complete freedom from disease and from struggle is almost incompatible with the process of living,” we will know that our aspirations cannot be satisfied with health and the easy life. “The viewpoint expressed in Mirage of Health has now become a dominant one in our general culture and encompasses much of current concern with improving lifestyles related to health and promoting greater health consciousness among the public. In this sense, the discussion, although written twenty-five years ago, is perhaps more relevant today than it was then.”—DAVID MECHANIC, University Professor, René Dubos Professor of Behavioral Sciences, and Director of the Institute for Health, Health Care Policy, and Aging Research, Rutgers University
This book highlights religious, artistic, political, and economic consequences of horticultural pursuits, exploring the roles of peasants, botanists, horticulturists, nurserymen, and gentlemen collectors in these developments, and offering a reflection on horticulture's future in the context of environmental devastation and ecological uncertainty.
In The Evolution of Moral Progress, Allen Buchanan and Russell Powell resurrect the project of explaining moral progress. They avoid the errors of earlier attempts by drawing on a wide range of disciplines including moral and political philosophy, evolutionary biology, evolutionary psychology, anthropology, history, and sociology. Their focus is on one especially important type of moral progress: gains in inclusivity. They develop a framework to explain progress in inclusivity to also illuminate moral regression--the return to exclusivist and "tribalistic" moral beliefs and attitudes. Buchanan and Powell argue those tribalistic moral responses are not hard-wired by evolution in human nature. Rather, human beings have an evolved "adaptively plastic" capacity for both inclusion and exclusion, depending on environmental conditions. Moral progress in the dimension of inclusivity is possible, but only to the extent that human beings can create environments conducive to extending moral standing to all human beings and even to some animals. Buchanan and Powell take biological evolution seriously, but with a critical eye, while simultaneously recognizing the crucial role of culture in creating environments in which moral progress can occur. The book avoids both biological and cultural determinism. Unlike earlier theories of moral progress, their theory provides a naturalistic account that is grounded in the best empirical work, and unlike earlier theories it does not present moral progress as inevitable or as occurring in definite stages; but rather it recognizes the highly contingent and fragile character of moral improvement.