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Cover -- Half Title -- Title -- Copyright -- Contents -- Introduction -- 1 Nishnaabeg Brilliance as Radical Resurgence Theory -- 2 Kwe as Resurgent Method -- 3 The Attempted Dispossession of Kwe -- 4 Nishnaabeg Internationalism -- 5 Nishnaabeg Anticapitalism -- 6 Endlessly Creating Our Indigenous Selves -- 7 The Sovereignty of Indigenous Peoples' Bodies -- 8 Indigenous Queer Normativity -- 9 Land as Pedagogy -- 10 "I See Your Light": Reciprocal Recognition and Generative Refusal -- 11 Embodied Resurgent Practice and Coded Disruption -- 12 Constellations of Coresistance -- Conclusion Toward Radical Resurgent Struggle -- Acknowledgments -- Notes -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z

GchiMiighwech --Chapter 1.Nishnaabeg Resurgence: Stories from within --Gaawiin Nda-gajsii, We Are Not Shameful --A Flourishment of the Indigenous Inside --Aanji Maajitaawin, the Art of Starting Over --Chapter 2.Theorizing Resurgence from within Nishnaabeg Thought --Gwiinmaagemi Gdi-dbaajimowinaanin, We Tell Stories --Grandmother Teachings --Our Theory is Personal --Embodied Knowledge, Unlimited Intelligence --Chapter 3.Gdi-Nweninnaa: Our Sound, Our Voice --Biskaabiiyang --Aanjigone --Naakgonige --Debwewin --Gdi-nweninaa --Chapter 4.Niimtoowaad Mikinaag Gijiying Bakonaan (Dancing on Our Turtle's Back): Aandisokaanan and Resurgence --Chibimoodaywin --Re-creation: Niimtoowaad Mikinaag Gijiying Bakonaan (Dancing on Our Turtle's Back) --Waynabozhoo and the Great Flood --Resurgence, Wiindigo and Gezhizhwazh --Nanabush Stories --Ninaatigoog --Chapter 5.Building Like a Beating Heart: A Society of Presence --Transmotion, Emergence and Mobilization --Nishnaabeg Society: A Society of Presence --Bubbling Like a Beating Heart --Creating Decolonized Time and Space --Chapter 6.Resurgence in Our Political Relationships --Echoes from the Past --Breastfeeding and Treaties --Gchi-dbaakgonigewin --Dewe'igan, the Heartbeat of the Nation --Gdoo-naaganinaa, Our Dish --Gdoo-naaganinaa in Contemporary Times --Chapter 7.Protecting the First Hill: Nurturing Eniigaanzid in Children --Aabawaadiziiwin --The Four Hills of Life --Kokum Dibaajimowinan --Leading by Following: The Seven Stages of Life --Protecting the First Hills of Life --Nengaajgchigewin in Parenting --Zhinoomoowin: Modeling and Learning by Doing --Aanjigone in Parenting --Nurturing Leaders for Resurgence --Chapter 8.Shi-Kiin: New Worlds --Stone's Throw --Shki-kiin: New Worlds --Grounding Resurgence in Our Hearts --Index.

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Abstract  Staff shortages are predicted in community social care sector services for people with intellectual disabilities (ID). One option is to attract more men to the workforce, which would also counter the present sex‐ratio (gender) imbalance among workers. Potential strategies for recruitment could be identified by analyzing the characteristics and experiences of the male staff currently employed in such jobs. To do this, the authors undertook three studies: (1) a census of 653 staff in statutory services within one Health and Social Services Board district in Northern Ireland; (2) a survey of 463 staff from both statutory and nonstatutory services; and (3) small sample focus groups with designated male staff. Findings were that fewer than 1 in 5 of the workforce in ID sector services in Northern Ireland were men, with significant variance (0–40%) depending upon the type of services. Men were more likely than women to be in full‐time posts; to be the main wage‐earner in the household, and to have entered ID sector jobs from noncare settings. Male staff reported that their motivation for undertaking work in this sector was often questioned by peers and that they felt exposed to accusations of abuse. Authors conclude that male staff recruitment could be boosted by increased pay and more opportunities for full‐time work and career progression. Career advisers, teachers, and parents need to promote the value and opportunities of work available in ID sector services. The unique contributions of male staff also need to be identified and recognized as a means of retaining existing staff and recruiting others.