A tool for school leaders and senior managers for handling controversy and teaching controversial issues in schools. Controversy and controversial issues are at the centre of our democratic societies. This means that learning how to deal with such issues must also be at the heart of an effective education for democratic citizenship and human rights education (EDC/HRE). The publication aims to help strengthen the managing of controversial issues at whole-school level. This will benefit young people and also help contribute to more effective Education for Democratic Citizenship and Human Rights Education (EDC/HRE), and the protection and strengthening of our democratic societies.

Learning how to deal with controversial issues is at the heart of education for democratic citizenship and human rights education. Highlighting best practices from case studies across Europe, this guide offers innovative approaches and practical tools to handle controversy in schools effectively. Controversy and controversial issues are at the centre and at all levels of our democratic societies. This means that learning how to deal with such issues must always be at the heart of an effective education for democratic citizenship and human rights education (EDC/HRE). That learning takes place in schools and other education settings as children and young people progress in their education from early years, through primary, lower secondary and upper-secondary phases, into tertiary and higher education and beyond. The Council of Europe has an outstanding record in promoting education for democratic citizenship, human rights education and intercultural dialogue, and in fostering and teaching about the importance of democratic culture. It is therefore fitting that the Council of Europe, in partnership with the European Union, through the Joint Programme “Democratic and Inclusive School Culture in Operation” (DISCO) – formerly known as the Human Rights and Democracy in Action Pilot Projects Scheme – has helped to facilitate the creation of this very timely good practice guide, which complements the manuals Teaching controversial issues and Managing controversy.

Unpicking the puzzles of management, organization and knowledge, this introductory guide asks questions of our 'guru' culture and raises debates on so-called expert thinking. A topical, challenging and thought-provoking study.

In the past two decades public debate about the risks, benefits, and safety associated with drugs has intensified. Public disputes over risks are brought to court when individuals seek compensation for health problems attributed to a pharmaceutical product. The issue reaches legislatures and regulatory agencies when consumer advocates seek to influence the standards of drug usage. Front-page news tends to focus on accidents or other risk events with drugs. Drug risk and drug safety have become an important political issue. Drug regulat ory agencies have been instituted, and their responsibility has increased. The approval to market a drug is dependent on a set of sophisticated studies executed according to strict protocols and scientifically defined criteria. Drug surveillance activities have gained recognition, and reporting systems to identify drug safety problems have been strengthened. The understanding and management of drug safety is, nonetheless, beset by doubts, disagreements, and disputes. Conflict occurs over the significance of risk, the adequacy of evidence, the methodologies used to evaluate and measure risk, the standards that guide regulation, and the optimal means of communicating risk information to the public.

Governments, big business and communities are coming under increased pressure to develop low carbon energy supply technologies. However, public opposition to the development of the siting and implementation of the technology associated infrastructure often complicates progress. This is sometimes labelled the 'not in my backyard' or NIMBY attitude - an unhelpful tag as conflicts over new development between governments, local authorities, business and communities are generally far more complex than NIMBY theory implies. Furthermore, within the context of the climate change debate a delicate balance has to be reached between local environmental protection and our need for reliable low carbon energy. This comprehensive book builds on over 10 years of research conducted by the Tyndall Centre for Climate Change Research and uses a range of case studies from carbon capture and storage to on-shore wind farms to explore the complex nature of disputes between a wide variety of stakeholder groups. Topics covered include the importance of context, the relationship between risk and trust, sense of place and the role of the media. An invaluable resource for researchers and readers in local or national government, industry or community groups who wish to deepen their understanding of controversy around low carbon technology and how to overcome it.

Why do some managers get it while others don't? In I Get It , organizational psychologist Neil Witmer explores how top management views the performance of their managers, directors, and VPs. With an informal, readable style, Witmer explains that getting it requires no private club or secret sauce. He outlines 24 simplified fundamentals that CEOs and senior executives badly want their people to master and apply in all directions-inward, upward, sideward, downward, and outward. Witmer provides numerous examples, stories, and worksheets to help readers develop a -signature style, - using best practices in a way that is most natural for them. When managers (or executives) get it, they exceed expectations and gain approving nods from those who determine their bonus compensation and career paths. -Organizations are full of highly educated, well-intentioned people who overcomplicate everything, lowering impact and effectiveness. Neil's book is a 'must read' for anyone responsible for achieving results through others.- - GARY GRAVES, Chairman, Caribou Coffee Company -In a crowded space of how-to and theoretical business books, Neil Witmer's I Get It stands apart from the crowd by providing thought-provoking, practical guidance to managers at all stages of their careers. The insightful examples and clear action items will help readers achieve meaningful behavioral change leading to improved career success.- - MARY LYNN FAYOUMI, CEO, Management Association of Illinois -There is no room for over-complication in today's market. I Get It shows how simplicity and fundamentals lead to leadership success.- - M. A. MORTENSON, JR, Chairman, M. A. Mortenson Company -As business environments become increasingly challenging, 'getting it' becomes increasingly important. A great book to help readers get it and succeed. - MARK DEYOUNG, President, ATK Armament Systems Neil Witmer is Managing Partner of Witmer & Associates, a U.S.-based consulting firm specializing in the selection and accelerated development of high-potential executives. His clients span a wide variety of industries, including private equity. Over 25 years, Neil has worked with thousands of managers who get it and countless who don't. His passion is to develop tools to assist managers at all levels to exceed expectations and achieve extraordinary results. He can be reached at www.witmerassociates.com or www.GetItMentor.com.

This unique book draws together current thoughts and research in conflict management. Specifically, it brings a wealth of knowledge from authorities in the field on emerging issues such as power in conflict, cognition and emotions in conflict, leading

This book provides an introduction to political psychology through a focus on European politics and topics. It describes a style of doing political psychology in Europe that has developed out of dialogue with as well as critique of North American approaches. By emphasising the theoretical and methodological diversity of political psychology, the book is intended to contribute to a greater understanding of the strength and utility of the field. • Opens up and extends the study of political psychology to a variety of socio-political contexts and manifestations of political behaviour • Clearly outlines the usefulness and promises of distinctive critical approaches in social and political psychology • Explicitly considers the role of language, communication, identity and social representations in the construction of political meanings. Political Psychology will appeal to upper-level students and scholars who seek to extend their knowledge of the complex relationship between psychology, politics and society.

Praise for Leadership for a Better World "What a powerful, very needed, and welcome sequel to A Social Change Model for Leadership Development Guidebook. It is a book for students, faculty, and everyone who engages in leadership for social change for a better world. It is an inspiring and liberating book in that it validates each one of us as we discover and practice the gifts we have been given." Helen S. Astin, professor emerita of higher education and senior scholar, Higher Education Research Institute, UCLA "While simple schemes and models of leadership can have their appeal, the more challenging view proposed in Leadership for a Better World is not only more realistic but infinitely more fulfilling. This form of leadership calls us to look at our own deep yearnings and then respect those of others in the amazing global community of the twenty-first century." Denny Roberts, assistant vice president for faculty and student services, Qatar Foundation "Positing that social change is at the heart of the leadership experience, Leadership for a Better World answers the question of 'leadership for what purpose?' Grounded in student experiences, this book includes student voices, stories, and contemporary case studies. Written in an informed and approachable tone, it provides a coherent set of guiding principles about how knowing oneself, meaningfully engaging with others, and adopting a systems perspective can promote the socially responsible leadership so needed in the world today." Julie E. Owen, assistant professor, Leadership and Integrative Studies, George Mason University