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A collection of 13 previously published essays by Frisch (American studies, SUNY). Among them are general reflections on oral history, collective memory, and American culture and history; detailed studies of specific issues in documentary work; and considerations of public history and programming. Examples used include the unemployed, Chinese students, and the television history of the Vietnam War. No index. Paper edition (unseen), $17.95. Annotation copyrighted by Book News, Inc., Portland, OR
Letting Go? investigates path-breaking public history practices at a time when the traditional expertise of museums seems challenged at every turn—by the Web and digital media, by community-based programming, by new trends in oral history and by contemporary art. In this anthology of 19 thought pieces, case studies, conversations and commissioned art, almost 30 leading practitioners such as Michael Frisch, Jack Tchen, Liz Ševcenko, Kathleen McLean, Nina Simon, Otabenga Jones and Associates, and Fred Wilson explore the implications of letting audiences create, not just receive, historical content. Drawing on examples from history, art, and science museums, Letting Go? offers concrete examples and models that will spark innovative work at institutions of all sizes and budgets. This engaging new collection will serve as an introductory text for those newly grappling with a changing field and, for those already pursuing the goal of “letting go,” a tool for taking stock and pushing ahead.
This new book advances a fresh philosophical account of the relationship between the legislature and courts, opposing the common conception of law, in which it is legislatures that primarily create the law, and courts that primarily apply it. This conception has eclectic affinities with legal positivism, and although it may have been a helpful intellectual tool in the past, it now increasingly generates more problems than it solves. For this reason, the author argues, legal philosophers are better off abandoning it. At the same time they are asked to dismantle the philosophical and doctrinal infrastructure that has been based on it and which has been hitherto largely unquestioned. In its place the book offers an alternative framework for understanding the role of courts and the legislature; a framework which is distinctly anti-positivist and which builds on Ronald Dworkin's interpretive theory of law. But, contrary to Dworkin, it insists that legal duty is sensitive to the position one occupies in the project of governing; legal interpretation is not the solitary task of one super-judge, but a collaborative task structured by principles of institutional morality such as separation of powers which impose a moral duty on participants to respect each other's contributions. Moreover this collaborative task will often involve citizens taking an active role in their interaction with the law.
Sharing Authority in the Museum provides a detailed and fully contextualised study of a heritage assemblage over time, from the mid-nineteenth century to the present day. Focussing on Māori objects, predominantly originating from the Ngā Paerangi tribe, housed in Oxford’s Pitt Rivers Museum, the book examines thenuances of cross-cultural interactions between an indigenous community and an anthropological museum. Analysis centres on the legacy of historic ethnographic collecting on indigenous communities and museums, and the impact of different value systems and world views on access to heritage objects. Questions of curatorial responsibilities and authority over access rights are explored. Proposing a method for indigenous engagement to address this legacy, and making recommendations to guide participants when forging relationships based around indigenous cultural heritage, Michelle Horwood shows how to negotiate power and authority within these assemblages. She argues that by doing this and acknowledging and communicating our difficult histories, together we can move from collaborative approaches to shared authority and indigenous self-determination, progressing the task of decolonising the museum. Addressing a salient, complex issue by way of a grounded case study, Sharing Authority in the Museum is key reading for museum practitioners working with ethnographic collections, as well as scholars and students working in the fields of museum, heritage, Indigenous or cultural studies. It should also be of great interest to indigenous communities wishing to take the lessons learned from Ngā Paerangi’s experiences further within their own spheres of museum engagement.
"Locus of Authority argues that every issue facing today's colleges and universities, from stagnant degree completion rates to worrisome cost increases, is exacerbated by a century-old system of governance that desperately requires change. While prior studies have focused on boards of trustees and presidents, few have looked at the place of faculty within the governance system. Specifically addressing faculty roles in this structure, William G. Bowen and Eugene M. Tobin ask: do higher education institutions have what it takes to reform effectively from within? Bowen and Tobin use case studies of four very different institutions--the University of California, Princeton University, Macalester College, and the City University of New York--to demonstrate that college and university governance has capably adjusted to the necessities of the moment and that governance norms and policies should be assessed in the context of historical events. The authors examine how faculty roles have evolved since colonial days to drive change but also to stand in the way of it. Bowen and Tobin make the case that successful reform depends on the artful consideration of technological, financial, and cultural developments, such as the explosion in online learning. Stressing that they do not want to diminish faculty roles but to facilitate their most useful contributions, Bowen and Tobin explore whether departments remain the best ways through which to organize decision making and if the concepts of academic freedom and shared governance need to be sharpened and redefined. Locus of Authority shows that the consequences of not addressing college and university governance are more than the nation can afford"--
Within the complex environment of higher education, administrators and faculty members face daunting challenges in their unique domains of institutional governance. Many of the greatest challenges arise from basic misunderstandings of authority and its limitations by administrators and faculty members alike. These misunderstandings are the primary source of disruptive confusion, mistrust, and mismanagement. Consequently, an institution’s governance would improve significantly if its personnel clearly understand the fundamental principles of authority. To bring about this improvement, Understanding Authority in Higher Education clarifies issues of authority in an academic setting. Throughout, it introduces basic concepts of higher-education administration and then examines the limits of authority in context. Pedagogically, the book strives continuously to ascertain whether authority is used properly from a legal perspective, emphasizing the influence of academic cultural norms on legal principles and vice versa. But, Understanding Authority in Higher Education goes further than law textbooks by using real and anecdotal case studies to examine aspects of authority that don’t appear in court proceedings— those that lie beyond the reach of the law. In these cases, the book explores the anthropology— the behavior and the culture—of authority in the academic environment.
"Hosts of all kinds, this is a must-read!" --Chris Anderson, owner and curator of TED From the host of the New York Times podcast Together Apart, an exciting new approach to how we gather that will transform the ways we spend our time together—at home, at work, in our communities, and beyond. In The Art of Gathering, Priya Parker argues that the gatherings in our lives are lackluster and unproductive--which they don't have to be. We rely too much on routine and the conventions of gatherings when we should focus on distinctiveness and the people involved. At a time when coming together is more important than ever, Parker sets forth a human-centered approach to gathering that will help everyone create meaningful, memorable experiences, large and small, for work and for play. Drawing on her expertise as a facilitator of high-powered gatherings around the world, Parker takes us inside events of all kinds to show what works, what doesn't, and why. She investigates a wide array of gatherings--conferences, meetings, a courtroom, a flash-mob party, an Arab-Israeli summer camp--and explains how simple, specific changes can invigorate any group experience. The result is a book that's both journey and guide, full of exciting ideas with real-world applications. The Art of Gathering will forever alter the way you look at your next meeting, industry conference, dinner party, and backyard barbecue--and how you host and attend them.
Thrive on risk, speak with intention―and be the influential and confident leader you know you are. Too often, we get stuck in our heads, focus on the negative, and paralyze ourselves with fear. And, like clockwork, we fail to achieve our goals. The only way to become an effective leader and enjoy career success is by silencing the self-sabotaging thought patterns and learn to trust yourself. Once you’ve established a trusted connection with yourself, clear on who you are and what motivates you, career opportunities will follow. Former Wall Street executive Marisa Santoro spent years navigating trading floors in an abrasive male-dominated industry and field, where she learned from experience that the key to leadership success is self-trust. Now, in Own Your Authority, she shares her hard-won secrets to being a resilient leader. Santoro lays out a step-by-step blueprint for building the confidence you need at any stage of your career, whether you are an executive, a mid-career senior professional, an emerging leader, or consultant. Be clear on how you’re perceived and how you relate with others Be willing to act on instinct in the face of fear Be aware of the instinctive yellow alerts flagging your indecision―they are there for a reason and will help you make the best decision Trust your “intuitive gut gene,” an instinct that helps you make gutsy moves Speak out and openly express yourself without apology, restriction, or worry about the opinions of others Self-confidence is a universal prerequisite for being an effective leader. The good news is you’re not born with it―you develop it. With Own Your Authority, you’ll learn to master your mindset, give yourself permission to break through the walls that have held you back, and deliver positive impact to yourself, your team, and your business.
A sitting justice reflects upon the authority of the Supreme CourtÑhow that authority was gained and how measures to restructure the Court could undermine both the Court and the constitutional system of checks and balances that depends on it. A growing chorus of officials and commentators argues that the Supreme Court has become too political. On this view the confirmation process is just an exercise in partisan agenda-setting, and the jurists are no more than Òpoliticians in robesÓÑtheir ostensibly neutral judicial philosophies mere camouflage for conservative or liberal convictions. Stephen Breyer, drawing upon his experience as a Supreme Court justice, sounds a cautionary note. Mindful of the CourtÕs history, he suggests that the judiciaryÕs hard-won authority could be marred by reforms premised on the assumption of ideological bias. Having, as Hamilton observed, Òno influence over either the sword or the purse,Ó the Court earned its authority by making decisions that have, over time, increased the publicÕs trust. If public trust is now in decline, one part of the solution is to promote better understandings of how the judiciary actually works: how judges adhere to their oaths and how they try to avoid considerations of politics and popularity. Breyer warns that political intervention could itself further erode public trust. Without the publicÕs trust, the Court would no longer be able to act as a check on the other branches of government or as a guarantor of the rule of law, risking serious harm to our constitutional system.
In fragile states, domestic and international actors sometimes take the momentous step of sharing sovereign authority to provide basic public services and build the rule of law. While sovereignty sharing can help address gaps in governance, it is inherently difficult, risking redundancy, confusion over roles, and feuds between partners when their interests diverge. In Sovereignty Sharing in Fragile States, John D. Ciorciari sheds light on how and why these extraordinary joint ventures are created, designed, and implemented. Based on extensive field research in several countries and more than 150 interviews with senior figures from governments, the UN, donor states, and civil society, Ciorciari discusses when sovereignty sharing may be justified and when it is most likely to achieve its aims. The two, he argues, are closely related: perceived legitimacy and continued political and popular support are keys to success. This book examines a diverse range of sovereignty-sharing arrangements, including hybrid criminal tribunals, joint policing arrangements, and anti-corruption initiatives, in Sierra Leone, Cambodia, Lebanon, Timor-Leste, Guatemala, and Liberia. Ciorciari provides the first comparative assessment of these remarkable attempts to repair ruptures in the rule of law—the heart of a well-governed state.