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Traumatic brain injury (TBI) is unique among areas of eligibility for students with disabilities in federal special education legislation, not in what is assessed, but why the assessment is taking place. If not for the injury, most individuals with TBI would be unlikely to come to the attention of special educators. Few education training programs appear to allocate sufficient attention to the category, so we present background information regarding prevalence, recovery, and outcomes before summarizing advice from the literature regarding assessment of individuals with TBI in schools. Although educators are unlikely to be involved in the initial diagnosis of TBI, they can be important collaborators in promoting recovery or detecting a worsening condition. Almost every assessment tool available to educators is likely to be of value in this endeavor. These include both formal and informal approaches to assessment. Working with individuals with TBI requires sensitivity and compassion.

This paper examines the labor policies of the United Typothetae of America (UTA) from its birth in 1887 through the late 1920s and argues that labor policy differences among its members (personified by two prominent New York City-based printing employers, Theodore DeVinne and Charles Francis) created a “house divided” that not only prevented it from creating and maintaining a unified labor policy but also ultimately led to its demise as an employers' association and reconstitution primarily as a trade association. It will do so by analyzing key episodes in the UTA's labor history to show how the two competing labor philosophies – DeVinne's absolute authority & independence and Francis's stability & order – interacted with industry conditions – intense price competition, a decentralized industry structure, proprietor autonomy, the relative power of unions, and economic conditions – to impact the UTA's labor policies and its institutional survival. The UTA's experience reveals the diversity of American employers' experiences as well as the challenges that they have faced when attempting to act collectively in the industrial relations arena. Moreover, recent IR research on employers' associations around the world also reveals that, as unions have declined in power, many also are shifting their focus away from labor relations to other member services.

A youthful sub-Saharan Africa presents fertile grounds to nurture a new breed of inspirational and resilient leadership that could transform the continent for decades to come. Population statistics indicate that 44% of sub-Saharan Africa’s population is less than 15 years old. The timing is ripe to infuse transformational leadership skills targeting the youth to build sustainable peace. The most potent force of change in Africa today is her youthful, progressive, and courageous population. A renewed sense of patriotism, nationalism, and a brighter Africa abound with hope and prosperity is in the hands of the youth. The United States President Barack Obama recently said, “… You have the power to hold your leaders accountable, and to build institutions that serve the people. You can serve in your communities, and harness your energy and education to create new wealth and build new connections to the world. But these things can only be done if all of you take responsibility for your future” (Remarks by President Obama to the Ghanaian Parliament, July 11, 2009). This chapter incorporates the principles and power of appreciative inquiry, moral imagination, and moral leadership to offer the African Youth inspiration for fresh leadership. The overall outcome will be a discourse toward an African Youth Theory of Inspirational Servant Leadership.

This chapter addresses a five-year phase of protest activity set in motion by fathers’ rights and shared parenting groups’ resistance to the Federal Child Support Guidelines, which were incorporated into Canada’s Divorce Act in 1997. Drawing upon Department of Justice discourses, parliamentary hearings and debates, and advocacy websites it examines the dynamics and outcomes of the protest cycle. It argues that the government’s legislative response signals a failure of fathers’ rights activism in Canada. This failure is a consequence of the collective identity that advocates and their supporters enact and celebrate in various public arenas, the effectiveness of feminist counteraction, and the contingencies of governance in Canada’s left-of-centre advanced liberal democracy.

This chapter argues that the Marxian theory of exploitation underlies the concepts of surplus and deficit industries that appear in Sraffa’s (1960) Production of Commodities by Means of Commodities. This is seen from archival research of the unpublished papers of Piero Sraffa housed at the Wren Library, Trinity College, University of Cambridge. There it is shown that the origin of these concepts lies in the Marxian theory of exploitation that Sraffa developed regarding the notion of the ‘pool of profits’ the Italian economist utilized over a 14-year period from 1942 to 1956. The chapter engages in an extensive textual study of the archival evidence and then presents a simple analytical model of these relations.

Having considered models and frameworks which assist in the implementation of entrepreneurial policing, it is now helpful to consider complex scenarios where entrepreneurial innovations would help change policing practices. Policing systems and practices are based on the knowledge gained from years of practice and on what works. This entails following procedures and often general orders which act as instructions on ‘how to do’ particular tasks. Indeed, the on-the-job training which officers receive reinforce the rigidity of thinking and inflexibility of thought and action often associated with police practices. Following the rules and being seen to follow them are important. The traditional ‘crime fighting model of policing’ is one such tried and tested system. However, what do officers do when they face a new phenomenon, or other complex scenario where their standard operational procedures do not work or produce the expected results. They must of necessity innovate, improvise, and make changes. In Section 6.1 the pernicious scenarios of the Albanian Mafia in the UK is discussed, and ideas presented on how to implement a more entrepreneurial approach which may help disrupt of interdict such Mafia gangs. In Section 6.2, a contemporary US problem namely that of so-called ‘Police Gangs’ which appear to operate as neo-criminal fraternities is considered. Both of these complex scenarios are ongoing situations which will require a more entrepreneurial multiagency approach in the future to bring them under control. In Section 6.3, two examples from the authors own policing career which are examples of the power and utility of ‘intrapreneurial policing’ practices which were implemented to bring about change in local policing scenarios are considered. Finally, in Section 6.4, the take-away points are discussed.

How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.