It is time for an emotional reckoning on our path to racial healing, sustainable equity, and the future of DEI. Here's the tool to help us navigate it.

In this groundbreaking book, Esther Armah argues that the crucial missing piece to racial healing and sustainable equity is emotional justice-a new racial healing language to help us do our emotional work. This work is part of the emotional reckoning we must navigate if racial healing is to be more than a dream. We all-white, Black, Brown-have our emotional work that we need to do. But that work is not the same for all of us.

This emotional work means unlearning the language of whiteness, a narrative that centers white people, particularly white men, no matter the deadly cost and consequence to all women and to global Black and Brown people. That's why a new racial healing language is crucial.

Emotional Justice grapples with how a legacy of untreated trauma from oppressive systems has created and sustained dual deadly fictions: white superiority and Black inferiority that shape-and wound-all of us. These systems must be dismantled to build a future that serves justice to everyone, not just some of us. We are the dismantlers we have been waiting for, and emotional justice is the game changer for a just future that benefits all of us.

Yoga practitioners fight work stress with stretching and breathing exercises–but does yoga stop when you step off the mat? In this surprising book, the authors show why poses–asanas–are just one part of yoga practice. There are seven other "limbs" of yoga that are often neglected, especially during the workday.Yoga’s Ancient Wisdom Can Transform Your Work Life Everyone knows that yoga helps reduce stress and increase the body’s flexibility and strength. But the physical aspects barely scratch the surface of yoga’s transformative powers. The poses are only one part of a larger philosophy offering profound insights for confronting the complexities of daily life. Yoga can help you remain centered, compassionate, positive, and sane every hour of the day—especially those between nine and five. This unprecedented guide shows how practicing the full range of yogic concepts—the traditional “Eight Limbs of Yoga”—leads to a productive, creative, and energizing work environment and features examples from professions like law enforcement, teaching, banking, filmmaking, medicine, and many more. But beyond that, this book is an invitation to use all of yoga’s teachings to cultivate the spark of the divine that dwells within each of us. “Filled with personal insights and stories that carry yoga into the world of daily decision making.… It is wonderful to see the foundations of practice brought to life in such a confident, sincere, and thoughtful way.” —Pandit Rajmani Tuganait, Chairman and spiritual head of the Himalayan Institute “Maren and Jamie show that yoga is not just about poses—the practice is about creating the stillness of mind that will allow you do the work you were meant to do. Seriously, read this book!” —Russell Simmons, cofounder of Def Jam “The [Showkeirs] bring the deepest teachings of yoga alive by showing exactly how to bring our yoga—and our best selves—into the world.” —Judith Lasater, PhD, author of Relax and Renew: Restful Yoga for Stressful Times

You know it in your gut—training and development is valuable and worthwhile. But as a trainer, you need to prove this fact over and over to clients focused on bottom-line results. While most training evaluation methods are too elaborate, too complex, too costly, too difficult to explain, or worse, produce data that nobody believes, Telling Training's Story offers a simple, compelling way of evaluating training's impact: The Success Case Method (SCM).

Based on careful analysis of participants' first-person accounts of their experiences in a training initiative, SCM doesn't just measure the impact of training, but pinpoints the very factors that make or break training success. Filled with examples, illustrations, tools, and checklists, Telling Training's Story not only shares the power of the Success Case Method to evaluate training, it also offers practical step-by-step guidelines for increasing the ROI of future learning and performance initiatives.

•    Offers a simple, straightforward yet robust and convincing method for demonstrating the effectiveness of training

•    A detailed how-to manual, filled with tools, examples, checklists, and step-by-step advice


What all trainers know in their gut--that training and development is valuable and worthwhile--is something that needs to be proven over and over to clients focused on bottom-line results. As a result, there have been many books and articles about evaluating training, but most of the methods they describe are too elaborate, too complex, too costly, too difficult to explain--or worse, produce data nobody believes.

In Telling Training's Story, Story Robert Brinkerhoff offers a simple, compelling way of evaluating training's impact: The Success Case Method (SCM). Based on careful analysis of participants' first-person accounts of their experiences in a training initiative, SCM has been proven robust enough to withstand scrutiny from both a research and a business perspective, and will not choke real world practitioners and their clients with cumbersome methods and arcane statistical gyrations. And SCM does not just measure and document the impact of training, it uncovers and pinpoints the factors that make or break training success. Armed with this information, training leaders and their clients can dramatically increase the ROI of future learning and performance initiatives.

Filled with examples, illustrations, tools, and checklists, Telling Training’s Story not only shares the power of the Success Case Method to evaluate training, it also offers practical step-by-step guidelines for creating SCM projects and ensuring meaningful results.

Brings together facts and figures showing what "the 99% and the 1%" divide means in the real world and the damage it causes.

Identifies the social and historical forces that created and perpetuate this divide

Offers concrete proposals for closing the inequality gap

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For over thirty years, we've lived through a radical redistribution of wealth-upward, to a tiny fraction of the population. It's as though we're undertaking a bizarre social experiment to see how much inequality a democratic society can tolderate.

As a result "We are the 99%," the rallying cry of the Occupy movement, has spread far beyond its ranks. But who are the 99 percent? Who are the 1 percent? How extensive and systematic is inequality throughout society? What are its true causes and consequences? How is inequality changing our world? And what can be done about it?

For many years, Chuck Collins has been a leading voice and activist on these questions. In this book he marshals wide-ranging data from a variery of sources to paint a graphic picture of how disparities in wealth and power play out in America and the world. For the first time, this book reveals the concrete meaning of "the 99% and the 1%," looking not just at individual households but at the business world, the media, and the earth as a whole.

Collins identifies the shifts in social values, political power, and economic policy that have led to our current era of extreme inequality -- particularly the way Wall Street has managed to rig the rules of the game in favor of the 1 percent-and surveys the havoc inequality has wreaked on virtually every aspect of society. But there is hope. Not only does he offer common-sense proposals for closing the inequality gap, but Collins provides a guide to many of the groups-including some made up of millionaires-that are working to bring about a society that works for everybody: for the 100 percent. This is a struggle that can be won. After all, the odd are 99 to 1 in our favor.

Real time strategic change is a way of redesigning how organizations change-a mindset and accompanying methodology-that ensures that • Change occurs at a fast pace and in real time throughout an organization. • Change occurs simultaneously within the whole organization. • Buy-in, commitment to, and ownership of a change effort is a natural by-product of involving people in the process of change. • People feel responsible for the ultimate success of the organization's change effort. • Broad, whole-picture views of the organization's reality form the basis of information used to support people in making changes. • Change is viewed as an integral component of people's "real business." • Substantial changes are made across an entire organization. The most successful organizations of the future will be those that are capable of rapidly and effectively bringing about fundamental, lasting, system-wide changes. In response to this challenge, Real Time Strategic Change advocates a fundamental redesign of the way organizations change. The result is an approach that involves an entire organization in fast and far-reaching change. Interactive large group meetings form the foundation for this approach, enabling hundreds and even thousands of people to collaborate in crafting their collective future. Change happens faster because the total organization is the "in group" that decides which changes are needed; and the actions people throughout the organization take on a daily basis are aligned behind an overall strategic direction that they helped create. Complete with conceptual frameworks, tools and techniques, agendas, and roles key actors need to play, this is the first book published on this powerful approach to organizational change. The process Robert Jacobs details has proven effective in diverse settings, ranging from business and industry to health care, education, government, non-profit agencies, and communities. Real Time Strategic Change demonstrates the flexibility and power of this approach in stories from such diverse organizations as Marriott Hotels, Ford Motor Company, Kaiser Permanente, First Nationwide Bank, United Airlines, and a group of 18 school districts.Real time strategic change is a way of redesigning how organizations change-a mindset and accompanying methodology-that ensures that • Change occurs at a fast pace and in real time throughout an organization. • Change occurs simultaneously within the whole organization. • Buy-in, commitment to, and ownership of a change effort is a natural by-product of involving people in the process of change. • People feel responsible for the ultimate success of the organization's change effort. • Broad, whole-picture views of the organization's reality form the basis of information used to support people in making changes. • Change is viewed as an integral component of people's "real business." • Substantial changes are made across an entire organization. The most successful organizations of the future will be those that are capable of rapidly and effectively bringing about fundamental, lasting, system-wide changes. In response to this challenge, Real Time Strategic Change advocates a fundamental redesign of the way organizations change. The result is an approach that involves an entire organization in fast and far-reaching change. Interactive large group meetings form the foundation for this approach, enabling hundreds and even thousands of people to collaborate in crafting their collective future. Change happens faster because the total organization is the "in group" that decides which changes are needed; and the actions people throughout the organization take on a daily basis are aligned behind an overall strategic direction that they helped create. Complete with conceptual frameworks, tools and techniques, agendas, and roles key actors need to play, this is the first book published on this powerful approach to organizational change. The process Robert Jacobs details has proven effective in diverse settings, ranging from business and industry to health care, education, government, non-profit agencies, and communities. Real Time Strategic Change demonstrates the flexibility and power of this approach in stories from such diverse organizations as Marriott Hotels, Ford Motor Company, Kaiser Permanente, First Nationwide Bank, United Airlines, and a group of 18 school districts.

Corporate structures, products, and processes permeate our society -but what do they really mean to us in our daily lives? The bottom-line mentality that drives corporate America, say Ellen Augustine (formerly Schwartz) and Suzanne Stoddard, is creating a world unresponsive to human needs, corrosive to the democratic process, and destructive to the planet itself. Taking Back Our Lives in the Age of Corporate Dominance shows the links between our mundane everyday struggles and the global corporate economy, image-driven media, and the relentless pace which consumes us all. And it tells us how we can change things by transforming both our work and leisure.

The authors use hard-hitting examples and illuminating personal vignettes about confronting fear, anger, death, family problems, and the stultifying effects of staying in the "comfort zone." They detail over 75 steps for personal and societal actions-some quick and immediate, others in-depth and long term-for retaking control of our lives. The authors include provocative questions for reflection that shock, prod, and jump-start the reader into thinking about what matters most to them.

Deeply moving, outrageous, encouraging, compelling, and inspiring, Taking Back Our Lives in the Age of Corporate Dominance blends unrelenting candor with the comfort of real-life stories of hope-and ultimately shows us that choice is the most important tool we have for reviving our lives and our world.

• Reveals the profound impact of the global corporate economy on our daily lives
• Details 75 immediate and long-term Action Steps for empowering ourselves both individually and as a society
• Offers specific tips, ideas, and resources on how to pare down our lives and open up our time
• Provides questions for reflection that help readers to think in new ways about what matters most to them