Tolerance Respect Trust

This detailed study by Jutta Sperber shows how the magisterium of the Roman-Catholic Church, the Pontifical Council for Interreligious Dialogue and various parts of the Muslim world from Saudi Arabia to Iran have been engaged in Christian-Muslim dialogues. The mainly anthropological topics range from tolerance and human dignity, the position of women and children, media and education, to mission, resources and nationalism. They paint an interesting picture of the position of Man before God and the world in both Christianity and Islam.

In Sing With Me, Carlisle Jacobson begins a teaching career in Washington, D.C., learning as much as he is teaching. Through personal experiences, he learns most youths dont have the advantages he enjoyed in the horse country of northern Virginiaonly a day-trip away from Washington but worlds away from its streets plagued by crime and nearly cut off from hopeas a child of privilege and wealth, with slave owners of the antebellum south in his ancestry. A hunting enthusiast since he was young, Carlisle still is alarmed to learn firearms are used frequently in D.C. for hunting down other people, including one of his student's and a co-worker. His most frequent teacher in learning he has a lot to learn is Lucia Sanspeur, a black woman with ancestry that extends to Colonial era settlers on the Delaware River, including a man who performed a heroic mission during the Revolutionary War despite the white militia leaders disdain for his skills and initiative. Lucias voice captivates Carlisle from their first encounter and her ideas propel him toward understanding that he looks at the world and other people through a sense of white wealth and privilege. When he experiences first-hand the violence and crime that victimize many in the area daily, Carlisles education moves into advanced studies but also comes to nearly a complete stop.

In the Networked Economy, organizational creativity and flexibility are imperative. Accelerating commercial and social changes coupled with the compounding demands of more powerful stakeholders will obsolete many traditional, rigid, hierarchical organizations. Networked groups of "small", entrepreneurial teams will be the dominant model of high-performance organizations. "Gangs, gall and gossip" will power these Relational teams, and destroy many others, based on how they address the fundamental social needs of people (to belong, to have purpose, and to communicate). By practicing Relational Management, as described in this book, organizations of all types will become "small", entrepreneurial, flexible and creative. They will tap their abundant social energy to build substantial economic and social value. And, they may even experience "Business Euphoria".

When it comes to learning, is smaller really better? There is a growing body of evidence to support the notion that smaller, more personalized schools are better for both students and teachers. Bringing together the combined knowledge and experience of more than two dozen teachers, administrators, and researchers, this book provides a roadmap for educators embarking on the journey to create a more personalized environment for high school students. Features include: _ Highlights of current initiatives aimed at personalizing learning for high school students. _ Description of Personal Learning Plans that tie the learning to the talents and aspirations of the student. _ Exploration of classroom teaching that allows individuals to gain knowledge while pursuing their own hopes. _ Description of high school designs that engage students in democratic processes and systemic changes that must accompany and support personalized learning for all students. Written by practitioners with practical interest in moving high schools toward personalization, this book will excite others to initiate reforms that enable ALL young adult learners to meet common standards while designing and pursuing a unique pathway toward adult roles. That's what personal learning and this book are all about.

This book, the first historical sociology of its kind concerning Bangladesh, examines the country's what-went-wrong-syndrome during the first fifty years of its existence, 1971-2021. The work is an exception to the traditional studies on modern and contemporary Bangladesh. The study is also a post-history of united Pakistan. Busting several myths, it sheds light on many known and unknown facts about the history, politics, society, and culture of the country. Besides being a twice-born country – liberated twice, from the British in 1947 and from West Pakistanis in 1971 – it is also an artificial entity suffering from acute crises of culture, development, governance, and identity. Hashmi attributes the culture and identity crises to the demographic byproducts of bad governance. In addition to being overpopulated, Bangladesh is also resource-poor and has one of the most unskilled populations, largely lumpen elements and peasants. According to Marx, these people represent “the unchanging remnants of the past”. The second round of independence empowered these lumpen classes, who suffer from an identity crisis and never learn the art of governance. The proliferation of pseudo-history about liberation has further divided the polity between the two warring tribes who only glorify their respective idols, Mujib and Zia. Pre-political and pre-capitalist peasants’ / lumpen elements’ lack of mutual trust and respect have further plagued Bangladesh, turning it into one of the least governable, corrupt, and inefficient countries. It is essential to replace the pre-capitalist order of the country run by multiple lumpen classes with capitalist and inclusive institutions.

Part 1: The Test of Time Icy winds have been blowing continuously for nine days. Jon walked slowly towards the drilling site, slapping his shoulders to keep warm. Normally he was clean shaven, but he was now thankful for having grown his beard. It has been eight hours since he last felt the warmth of the heated office, back at the base camp. Now would be the time for a nice mug of steaming hot coffee, he thought. Through the snow, which started as a blizzard at 5:00 a.m. but had now thankfully dwindled to a steady fall of snow with visibility reduced to ten meters, Jon heard the distant faint rumble of the Powertech drilling machine. The drilling had started in the morning of the fourth of November, thirteen days ago. When they started, the weather forecast had been favorable with prospects of clear weather holding for at least the remainder of the month. Four days into the drilling their luck had changed for the worse, the weather turned, without warning, into a snow blizzard within a matter of hours. It had taken Jon and his two-man crew the best part of two hours to try and secure all equipment. Because of the extreme windchill factor of -49C, they were not successful in locking down all equipment and machinery. This had resulted in the loss of one of the two snowmobiles. The gusting wind had been so strong that it became impossible to properly secure the twenty-meter-high mast of the drilling machine. During the blizzard it had toppled forward and fallen onto the two snowmobiles that were their only means of transport in this barren stretch of snow- and ice-filled land known as Antarctica. In the past few days, Jon has managed to use parts from one of the snowmobiles to render the other serviceable. How did this all start? he thinks back. Its Jons fifty-first project with the South African company Eneco Holdings (Pty) Ltd., the company founded and run by his best friend and major shareholder Jason Menton. In his twenty-six years of service with the company, Jon had seen it grow from a small research company with limited resources to presently the largest oil and energy company in South Africa. They specialized in offshore oil drilling, but on occasion, they also extended their expertise to projects like this one. At moments like these Jon wished that he had remained on his game farm in the Northern Province, back home in South Africa, because he did not have to be here. In all his years with the company, he had received stock options every Christmas. Looking through the financial figures of last year, presented to him and all other shareholders, he once again realized that he could have stopped working twelve years ago, when the company found oil in the Atlantic Ocean near Walvis Bay in Namibia. The Company had nearly gone bankrupt then and had poured its last reserves and $14 billion from bankers and other investors into this venture. Within four months of drilling, they found the biggest and most lucrative oil field of the southern hemisphere. Jon became an instant multimillionaire, but was never able to give up working. He tried it for a short period of time and bought a game farm in the Northern Province of South Africa. After eight months he got bored and started to hunger for the thrills of his previous vocation. Leaving the game farm in the care of his sister and brother-in-law, he returned to his former employer and best friend. Now he was stuck here in this unforgiving ice-covered landmass. He had not felt his fingers for the past six hours, but Jon realized, This is what I enjoy, here I feel at home. Because of his profession, Jon spent up to 80 percent of the year away from home. This had led to a difficult divorce from his high school sweetheart, Adel. She could not adjust to the lonely days and nights, and soon after their marriage, she began to enjoy her life by having relationships with other men. Soon she found what she called the perfect husband and playmate. He was a young Itali