First published in 1981, The Second Stage is eerily prescient and timely, a reminder that much of what is called new thinking in feminism has been eloquently observed and argued before. Warning the women's movement against dissolving into factionalism, male-bashing, and preoccupation with sexual and identity politics rather than bottom-line political and economic inequalities, Friedan argues that once past the initial phases of describing and working against political and economic injustices, the women's movement should focus on working with men to remake private and public arrangements that work against full lives with children for women and men both. Friedan's agenda to preserve families is far more radical than it appears, for she argues that a truly equitable preservation of marriage and family may require a reorganization of many aspects of conventional middle-class life, from the greater use of flex time and job-sharing, to company-sponsored daycare, to new home designs to permit communal housekeeping and cooking arrangements.

Called "utopian" fifteen years ago, when it seemed unbelievable that women had enough power in the workplace to make effective demands, or that men would join them, some of these visions are slowly but steadily coming to pass even now. The problem Friedan identifies is as real now as it was years ago: "how to live the equality we fought for," and continue to fight for, with "the family as new feminist frontier." She writes not only for women's liberation but for human liberation.

Among the most momentous decisions that leaders of a state are called upon to make is whether or not to initiate warfare. How their military will fare against the opponent may be the first consideration, but not far behind are concerns about domestic political response and the reaction of the international community.

            
Securing Approval makes clear the relationship between these two seemingly distinct concerns, demonstrating how multilateral security organizations like the UN influence foreign policy through public opinion without ever exercising direct enforcement power. While UN approval of a proposed action often bolsters public support, its refusal of endorsement may conversely send a strong signal to domestic audiences that the action will be exceedingly costly or overly aggressive. With a cogent theoretical and empirical argument, Terrence L. Chapman provides new evidence for how multilateral organizations matter in security affairs as well as a new way of thinking about the design and function of these institutions.

During the past decade, Democrats and Republicans each have received about fifty percent of the votes and controlled about half of the government, but this has not resulted in policy deadlock. Despite highly partisan political posturing, the policy regime has been largely moderate. Incremental, yet substantial, policy innovations such as welfare reform; deficit reduction; the North American Free Trade Agreement; and the deregulation of telecommunications, banking, and agriculture have been accompanied by such continuities as Social Security and Medicare, the maintenance of earlier immigration reforms, and the persistence of many rights-based policies, including federal affirmative action.

In Seeking the Center, twenty-one contributors analyze policy outcomes in light of the frequent alternation in power among evenly divided parties. They show how the triumph of policy moderation and the defeat of more ambitious efforts, such as health care reform, can be explained by mutually supporting economic, intellectual, and political forces. Demonstrating that the determinants of public policy become clear by probing specific issues, rather than in abstract theorizing, they restore the politics of policymaking to the forefront of the political science agenda.

A successor to Martin A. Levin and Marc K. Landy’s influential The New Politics of Public Policy (Johns Hopkins University Press, 1995), this book will be vital reading for advanced undergraduate and graduate students in political science and public policy, as well as a resource for scholars in both fields.

Government “of the people, by the people, for the people” expresses an ideal that resonates in all democracies. Yet poll after poll reveals deep distrust of institutions that seem to have left “the people” out of the governing equation. Government bureaucracies that are supposed to solve critical problems on their own are a troublesome outgrowth of the professionalization of public life in the industrial age. They are especially ill-suited to confronting today’s complex challenges.

Offering a far-reaching program for innovation, Smart Citizens, Smarter State suggests that public decisionmaking could be more effective and legitimate if government were smarter—if our institutions knew how to use technology to leverage citizens’ expertise. Just as individuals use only part of their brainpower to solve most problems, governing institutions make far too little use of the skills and experience of those inside and outside of government with scientific credentials, practical skills, and ground-level street smarts. New tools—what Beth Simone Noveck calls technologies of expertise—are making it possible to match the supply of citizen expertise to the demand for it in government.

Drawing on a wide range of academic disciplines and practical examples from her work as an adviser to governments on institutional innovation, Noveck explores how to create more open and collaborative institutions. In so doing, she puts forward a profound new vision for participatory democracy rooted not in the paltry act of occasional voting or the serendipity of crowdsourcing but in people’s knowledge and know-how.

The path towards leadership starts with you. But you don’t have to go it alone. For this book, the authors sat down with many of the library leaders they most admire for a series of conversations about the aspects of the job that they find the most fascinating (and challenging). Much like the chats you might have over coffee at a conference or with a mentor, these frank discussions will nourish you with nuts-and-bolts wisdom on a diverse range of academic library management issues. Among the topics and situations broached are

• balancing personal values against the common refrain “you don’t get to be who you want to be in positions like ours”;
• five questions to ask that reveal much about organizational culture and climate;
• creating a culture of change, including why a newly promoted director chose to make the most drastic changes in the first 100 days;
• forming a “dean team” to help frame responses with consideration to institutional culture;
• the value of demystifying the budget for the entire library staff;
• using tools such as a personal “learning journal” to fuel professional development;
• cultivating a personal network by setting up meetings at local libraries during conferences;
• the risks that result from jumping into a situation too fast and boxing yourself into a corner;
• lessons learned from failed initiatives;
• examples of navigating controversies, such as a director’s response to a WPA mural with a racist message; and
• managing facilities, with an example of how injecting a previously ignored library voice into a building project led to a tripling of the space.

Between these covers you’ll find guidance, ideas, and inspiration as you continue your leadership journey.