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Intro -- Acknowledgments -- Table of Contents -- About the Author -- Untitled -- Introduction -- Untitled -- Chapter 1: Shifting the Dynamics of Data Use -- Chapter 2: Creating the Culture and Structures of Data Use -- Chapter 3: Using Student Achievement Data -- Chapter 4: Using Nonacademic Student Data -- Chapter 5: Using Staff Data -- Chapter 6: Using Parent/Community Data -- Chapter 7: Using Data for School Improvement -- Chapter 8: Using Data in Classrooms and Teacher Teams -- Chapter 9: Supporting Data Use From the District Level -- Chapter 10: Diagnosing Your Data Dynamics -- Appendix -- References and Resources -- Index.

A rare insider's perspective on baseball's great barnstorming age. The Indianapolis Clowns were a black touring baseball team that featured an entertaining mix of comedy, showmanship, and skill. Sometimes referred to as the Harlem Globetrotters of baseball-though many of the Globetrotters' routines were borrowed directly from the Clowns-they captured the affection of Americans of all ethnicities and classes. Alan Pollock's father, Syd, owned the Clowns, as well as a series of black barnstorming teams that crisscrossed the country from the late 1920s until the mid-1960s. They played every

"A must-read for geriatric health care team development... An essential, extremely useful addition to the bookshelf of anyone whose clinical practice or career focus is in geriatrics." -- Journal of Interprofessional Care "A wonderful addition to the libraries of both educators and clinicians. Its up-to-date examples of the complex issues involved in providing ethical geriatric care present thought-provoking educational material as well as guidance in providing interdisciplinary healthcare." -- Doody's 3-Star Review "A very readable book on ways in which interdisciplinary teams can interact efficiently... I strongly recommend this book." -- Health Progress.

FrontMatter -- Preface -- Acknowledgment of Reviewers -- Contents -- Executive Summary -- PART I CONSENSUS REPORT -- 1 A New Partnership between Systems Engineering and Health Care -- 2 A Framework for a Systems Approach to Health Care Delivery -- 3 The Tools of Systems Engineering -- 4 Information and Communications Systems: The Backbone of the Health Care Delivery System -- 5 A Strategy to Accelerate Change -- PART II WORKSHOP PRESENTATIONS -- Framing the Health Care Challenge -- Crossing the Quality Chasm --Janet Corrigan -- Bridging the Quality Chasm--David Lawrence -- Envisioning the Future--Jeff Goldsmith -- Improving Health and Health Care--Lewis G. Sandy -- Engineering and the Health Care System--Richard J. Coffey -- Engineering and the Health Care Organization--Vinod K. Sahney -- Equipping the Patient and the Care Team -- Evidence-Based Medicine--Brian Haynes -- The Context of Care and the Patient Care Team: The Safety Attitudes Questionnaire--J. Bryan Sexton and Eric J. Thomas and Peter Pronovost -- Engineering the Patient and Family into the Patient Care Team--David Gustafson -- Connecting Patients, Providers, and Payers--John D. Halamka -- New Paradigms for Working and Learning--Richard Bohmer -- Designing Caregiver- and Patient-Centered Health Care Systems--H. Kent Bowen -- Engineering Tools and Procedures for Meeting the Challenges -- Systems Engineering: Opportunities for Health Care--Jennifer K. Ryan -- Supply-Chain Management and Health Care Delivery: Pursuing a System-Level Understanding--Reha Uzsoy -- The Human Factor in Health Care Systems Design--Kim J. Vicente -- Changing Health Care Delivery Enterprises--Seth Bonder -- Transforming Current Hospital Design: Engineering Concepts Applied to the Patient Care Team and Hospital Design--Ann Hendrich.

Intro -- Contents -- Acknowledgments -- 1. "Stuff Gets Missed": An Introduction to a Growing Health Care Crisis -- 2. Germs, Blood, and Cost-Cutting: The Daily Struggle to Keep Hospitals Clean -- 3. Compromising Cleanliness: How Outsourcing Keeps Hospital Workers from Doing Their Jobs -- 4. Untrained Workers, Unfit Managers -- 5. Breaking Up the Team -- 6. Down and Out in Vancouver: Struggling, Stressed, and Exhausted Hospital Support Workers -- 7. Cleaning Up -- Notes -- References -- Index.

SUSTAINABLE FEDERAL FACILITIES -- Copyright -- Contents -- Executive Summary -- BACKGROUND -- PROBLEM STATEMENT AND STUDY OBJECTIVE -- FRAMEWORK FOR ACQUIRING SUSTAINABLE FACILITIES -- Format -- Documenting Objectives, Decisions, and Assumptions -- Integrated Project Team Approach -- Performance Measures -- ISSUES -- ONLINE RESOURCES -- 1 Introduction -- PROBLEM STATEMENT AND STUDY OBJECTIVE -- STUDY PROCESS -- REPORT ORGANIZATION -- GOVERNMENT-WIDE GUIDANCE -- Sustainable Development -- Defining Sustainable Development -- Laws and Executive Orders -- Value Engineering -- Life-Cycle Costing -- USING LIFE-CYCLE COSTING WITH VALUE ENGINEERING -- REFERENCES -- 2 Facility Life Cycles and the Acquisition Process -- FACILITY LIFE CYCLES -- FACILITY ACQUISITION -- Requirements Assessment -- Conceptual Planning -- Programming and Budgeting -- Design -- Construction -- Start-up -- REFERENCES -- 3 Framework for Acquiring Sustainable Facilities -- FORMAT -- DOCUMENTING OBJECTIVES, DECISIONS, AND ASSUMPTIONS -- INTEGRATED PROJECT TEAM APPROACH -- PERFORMANCE MEASURES -- FRAMEWORK -- Requirements Assessment Phase -- Conceptual Planning Phase -- Siting Considerations -- Energy Considerations -- Materials Considerations -- Water Considerations -- Indoor Environmental Quality Considerations -- Operation and Maintenance Considerations -- Value Engineering/Life-Cycle Cost Analysis -- Programming/Budgeting Phase -- Design Phase -- Contract Considerations -- Siting Considerations -- Energy Considerations -- Materials Considerations -- Water Considerations -- Indoor Environmental Quality Considerations -- Operations and Maintenance Considerations -- Value Engineering and Life-Cycle Costing Study -- Construction Phase -- Siting Considerations -- Energy Considerations -- Materials Considerations -- Water Considerations -- Indoor Environmental Quality Considerations.

Beyond the Checklist -- Contents -- Foreword by Captain Chesley "Sully" Sullenberger -- Acknowledgments -- Introduction -- 1. History of Crew Resource Management -- 2. Communication -- 3. Case Study: Maimonides Medical Center -- 4. Team Building -- 5. Case Study: Osher Clinical Center for Complementary and Integrative Medical Therapies -- 6. Workload Management -- 7. Case Study: Interprofessional Education and Practice at the University of Toronto -- 8. Threat and Error Management -- 9. Why CRM Worked -- 10. The Problems in Medicine -- 11. Conclusion -- Appendix: Maimonides Medical Center Code of Mutual Respect -- Glossary -- Notes -- Index.

China should complete its transition to a market economy through enterprise, land, labor, and financial sector reforms, strengthen its private sector, open its markets to greater competition and innovation, and ensure equality of opportunity to help achieve its goal of a new structure for economic growth.These are some of the key findings of China 2030, a joint research report by a team from the World Bank and the Development Research Center of China's State Council. This report lays out the case for a new development strategy for China to rebalance the role of government and market, private s

Cover -- Imprint -- Dedication -- Contents -- Foreword -- Who is this handbook written for? -- Acknowledgements -- Introduction -- Chapter 1: Defining a strengths approach -- Chapter 2: Values-based practice -- Chapter 3: Strengths-based principles -- Chapter 4: Personalisation -- Chapter 5: Recovery and a strengths approach -- Chapter 6: Positive theory and positive practice -- Chapter 7: Reviewing the evidence base -- Chapter 8: Strengths assessment -- Chapter 9: Strengths-based support planning -- Chapter 10: Care and support planning guidance -- Chapter 11: Supporting staff innovation -- Chapter 12: Team development -- Chapter 13: Funky Mental Health -- Chapter 14: Management and leadership -- Appendix 1: Working with strengths checklist -- Appendix 2: A 'strengths' leadership development programme -- Additional resources.

Front Matter -- Contents -- Preface -- 1 Introduction -- 2 Information Technology and the Productivity Paradox -- 3 Individual and Organizational Productivity: Linkages and Processes -- 4 What Is Enough? A Systems Perspective on Individual-Organizational Performance Linkages -- 5 Measuring and Managing Individual Productivity -- 6 The Influence of Organizational Linkages and Measurement Practices on Productivity and Management -- 7 Decomposing the Productivity Linkages Paradox -- 8 Models of Measurement and Their Implications for Research on the Linkages Between Individual and Organizational Productivity -- 9 Coordination as Linkage: The Case of Software Development Teams -- 10 Productivity Linkages in Computer-Aided Design -- 11 Organizational-Level Productivity Initiatives: The Case of Downsizing -- 12 Conclusions -- Index.

Intro -- CONTENTS -- 1 The Battlegreen Inn -- 2 "You damned fool, now look what you've gone and done" -- 3 Corporation X -- 4 Sputnik -- 5 The Coffee Slurpers and the Front-Office Pros -- 6 Into the Black -- 7 Pugwash -- 8 Bissell for Vice President -- 9 Going Public -- 10 "An excuse to sell" -- 11 "Friendly in the extreme" -- 12 "This is no group of long-haired scientists" -- 13 "Then, Mr. Chairman, there will be war" -- 14 "I am today forming a new corporate management team" -- 15 "We are probably going to have to bomb them" -- 16 Washington Troubles -- 17 Fulcrum -- 18 Brains into Gold -- Epilogue -- Notes -- Acknowledgments -- Index.

IntellectualDisabilities -- Imprint page -- Contents -- About the author -- Acknowledgements -- Preface -- Chapter 1: Personality disorder and individuals with intellectual disabilities -- Chapter 2: Unhealthy self-image and low self‑esteem -- Chapter 3: Emotional distress -- Chapter 4: Difficulties in interpersonal relationships -- Chapter 5: Difficulties in relationships with staff -- Chapter 6: Difficulties with self-control and impulsivity -- Chapter 7: Unhelpful core beliefs and distorted thinking -- Chapter 8: Physical health problems -- Chapter 9: Mental health problems -- Chapter 10: Challenging behaviours -- Chapter 11: Suicidal behaviour, self-harm and self-injury -- Chapter 12: Crisis management -- Chapter 13: Difficulties engaging with services -- Chapter 14: Tensions, disagreements and unhelpful responses within and between teams -- Chapter 15: Difficulties with relatives, family and partners -- Glossary.