The Religious Society of Friends and its service organization, the American Friends Service Committee (AFSC) have long been known for their peace and justice activism. The abolitionist work of Friends during the antebellum era has been well documented, and their contemporary anti-war and anti-racism work is familiar to activists around the world. Quaker Brotherhood is the first extensive study of the AFSC's interracial activism in the first half of the twentieth century, filling a major gap in scholarship on the Quakers' race relations work from the AFSC's founding in 1917 to the beginnings of the civil rights movement in the early 1950s.
Allan W. Austin tracks the evolution of key AFSC projects such as the Interracial Section and the American Interracial Peace Committee, which demonstrate the tentativeness of the Friends' activism in the 1920s, as well as efforts in the 1930s to make scholarly ideas and activist work more theologically relevant for Friends. Documenting the AFSC's efforts to help European and Japanese American refugees during World War II, Austin shows that by 1950, Quakers in the AFSC had honed a distinctly Friendly approach to interracial relations that combined scholarly understandings of race with their religious views.
In tracing the transformation of one of the most influential social activist groups in the United States over the first half of the twentieth century, Quaker Brotherhood presents Friends in a thoughtful, thorough, and even-handed manner. Austin portrays the history of the AFSC and race--highlighting the organization's boldness in some aspects and its timidity in others--as an ongoing struggle that provides a foundation for understanding how shared agency might function in an imperfect and often racist world.
Highlighting the complicated and sometimes controversial connections between Quakers and race during this era, Austin uncovers important aspects of the history of Friends, pacifism, feminism, American religion, immigration, ethnicity, and the early roots of multiculturalism.
Quest for Equality
Neil Foley Harvard University Press, 2010 Library of Congress E185.615.F567 2010 | Dewey Decimal 305.896073
Quest for Power
Stephen R. Halsey Harvard University Press, 2015 Library of Congress DS761.2.H354 2015 | Dewey Decimal 951.03
China’s late-imperial history has been framed as a long coda of decline, played out during the Qing dynasty. Reappraising this narrative, Stephen Halsey traces the origins of China’s current great-power status to this so-called decadent era, when threats of war with European and Japanese empirestriggered innovative state-building and statecraft.
The Questions of Tenure
Richard P. CHAIT Harvard University Press, 2002 Library of Congress LB2335.7.Q47 2002 | Dewey Decimal 378.121
Tenure is the abortion issue of the academy, igniting arguments and inflaming near-religious passions. To some, tenure is essential to academic freedom and a magnet to recruit and retain top-flight faculty. To others, it is an impediment to professorial accountability and a constraint on institutional flexibility and finances. But beyond anecdote and opinion, what do we really know about how tenure works?
In this unique book, Richard Chait and his colleagues offer the results of their research on key empirical questions. Are there circumstances under which faculty might voluntarily relinquish tenure? When might new faculty actually prefer non-tenure track positions? Does the absence of tenure mean the absence of shared governance? Why have some colleges abandoned tenure while others have adopted it? Answers to these and other questions come from careful studies of institutions that mirror the American academy: research universities and liberal arts colleges, including both highly selective and less prestigious schools.
Lucid and straightforward, The Questions of Tenure offers vivid pictures of academic subcultures. Chait and his colleagues conclude that context counts so much that no single tenure system exists. Still, since no academic reward carries the cachet of tenure, few institutions will initiate significant changes without either powerful external pressures or persistent demands from new or disgruntled faculty.