From Policy Advocates to Whips to Ministers, the many roles within the British Parliament are shaped not only by institutional rules but also by the individuals who fill them, yet few observers have fully appreciated this vital aspect of governing in one of the world's oldest representative systems. Applying a new motivational role theory to materials from extensive first-hand interviews conducted during the eventful 1970s, Donald Searing deepens our understanding of how Members of Parliament understand their goals, their careers, and their impact on domestic and global issues. He explores how Westminster's world both controls and is created by individuals, illuminating the interplay of institutional constraints and individual choice in shaping roles within the political arena.

No other book tells us so much about political life at Westminster. Searing has interviewed 521 Members of Parliament—including Conservative Ministers Margaret Thatcher, Peter Walker, and James Prior; Labour Ministers Harold Wilson, Barbara Castle, and Denis Healey; rising stars Michael Heseltine, Norman Tebbitt, David Owen, and Roy Hattersley; habitual outsiders, like Michael Foot, who eventually joined the inner circle; and former insiders, like Enoch Powell, who were shut out. Searing also gives voice to the vast number of Westminster's backbenchers, who play a key part in shaping political roles in Parliament but are less likely to be heard in the media: trade unionists, knights of the shires, owners of small businesses, and others. In this segment of his study, women, senior backbenchers, and newcomers are well represented.

Searing adroitly blends quantitative with qualitative analysis and integrates social and economic theories about political behavior. He addresses concerns about power, duty, ambition, and representation, and skillfully joins these concerns with his critical discoveries about the desires, beliefs, and behaviors associated with roles in Parliament. Westminster's World offers political scientists, historians, anthropologists, political commentators, and the public rich new material about the House of Commons as well as a convincing model for understanding the structure and dynamics of political roles.

The specific concern in What We Hold in Trust comes to this: the Catholic university that sees its principal purpose in terms of the active life, of career, and of changing the world, undermines the contemplative and more deep-rooted purpose of the university. If a university adopts the language of technical and social change as its main and exclusive purpose, it will weaken the deeper roots of the university’s liberal arts and Catholic mission. The language of the activist, of changing the world through social justice, equality and inclusion, or of the technician through market-oriented incentives, plays an important role in university life. We need to change the world for the better and universities play an important role, but both the activist and technician will be co-opted by our age of hyper-activity and technocratic organizations if there is not first a contemplative outlook on the world that receives reality rather than constructs it. To address this need for roots What We Hold in Trust unfolds in four chapters that will demonstrate how essential it is for the faculty, administrators, and trustees of Catholic universities to think philosophically and theologically (Chapter One), historically (Chapter Two) and institutionally (Chapters Three and Four). What we desperately need today are leaders in Catholic universities who understand the roots of the institutions they serve, who can wisely order the goods of the university, who know what is primary and what is secondary, and who can distinguish fads and slogans from authentic reform. We need leaders who are in touch with their history and have a love for tradition, and in particular for the Catholic tradition. Without this vision, our universities may grow in size, but shrink in purpose. They may be richer but not wiser.

The best kind of learning is that which never ends—and a culture of training means that staff will be more flexible and responsive to new ideas and strategies, imperative in today's libraries. In this practical resource, leading workplace trainers Reed and Signorelli offer guidance on improving the effectiveness of training programs. Their book takes readers through the entire process of developing, implementing, and sustaining training programs and communities of learning, in order to

• Empower individuals to become leaders and teachers by cultivating a culture of ongoing learning
• Connect library staff and users to information resources so they can effectively use them to their benefit
• Develop skills among both managers and workers for practicing continuous formal and informal training