Cultural humility is emerging as a preferred approach to diversity, equity, and inclusion (DEI) efforts within librarianship. At a time when library workers are critically examining their professional practices, cultural humility offers a potentially transformative framework of compassionate accountability; it asks us to recognize the limits to our knowledge, reckon with our ongoing fallibility, educate ourselves about the power imbalances in our organizations, and commit to making change. This Special Report introduces the concept and outlines its core tenets. As relevant to those currently studying librarianship as it is to long-time professionals, and applicable across multiple settings including archives and museums, from this book readers will 

• learn why cultural humility offers an ideal approach for navigating the spontaneous interpersonal interactions in libraries, whether between patrons and staff or amongst staff members themselves;
• understand how it intersects with cultural competence models and critical race theory;
• see the ways in which cultural humility’s awareness of and commitment to challenging inequitable structures of power can act as a powerful catalyst for community engagement;
• come to recognize how a culturally humble approach supports DEI work by acknowledging the need for mindfulness in day-to-day interactions;
• reflect upon cultural humility’s limitations and the criticisms that some have leveled against it; and
• take away concrete tools for undertaking and continuing such work with patience and hope.

The scope and reach of information, driven by the explosive growth of information technologies and content types, has expanded dramatically over the past 30 years. The consequences of these changes to records and information management (RIM) professionals are profound, necessitating not only specialized knowledge but added responsibilities. RIM professionals require a professional ethics to guide them in their daily practice and to form a basis for developing and implementing organizational policies, and Mooradian’s new book provides a rigorous outline of such an ethics. Taking an authoritative principles/rules based approach to the subject, this book comprehensively addresses

• the structure of ethics, outlining principles, moral rules, judgements, and exceptions;
• ethical reasoning, from meaning and logic to dilemmas and decision methods;
• the ethical core of RIM, discussing key topics such as organizational context, the positive value of accountability, conflicts of interest, and confidentiality;
• important ethical concerns like copyright and intellectual property, whistleblowing, information leaks, disclosure, and privacy; and
• the relationship between RIM ethics and information governance.

All manner of medical practitioners have had their scruples dissected ad infinitum. In spite of the attention paid to medical ethics and bioethics, little has been paid to the ethical roles and responsibilities of those who are ultimately in charge of hospital governance: hospital trustees.

Deriving from a Hastings Center research project involving meetings with a national task force of experts and extensive interviews with 98 nonprofit hospital trustees and CEOs over a two-year period, The Ethics of Hospital Trustees shows that the decisions made by these often overlooked members of the health community do raise important ethical issues, and that ethical dimensions of trustee service should be more explicitly recognized and discussed.

Practical as well as theoretical, The Ethics of Hospital Trustees uncovers four basic principles: 1. Fidelity to mission; 2. Service to patients; 3. Service to the community; and 4. Institutional stewardship. In delineating the extremely important functions of hospital trustees, from patient safety to financial responsibility, the contributors outline not only how hospital trustees do perform—they give a fresh understanding to how they should perform as well.

The essays in Ethics, Trust, and the Professions probe the nature of the fiduciary relationship that binds client to lawyer, believer to minister, and patient to doctor. Angles of approach include history, sociology, philosophy, and culture, and their very multiplicity reveals how difficult we find it to formulate a code of ethics which will insure a relationship of trust between the professional and the public.

• how Indigenous adages can be tools for reflection and guidance in developing cultural humility;
• the experiences of two Black librarians who are using cultural humility to change the profession;
• new perspectives on core concepts of customer service;
• rethinking policies and practices in libraries both large and small;
• using cultural humility in approaching collection development and creating resource guides;
• what cultural humility can look like for a tribal librarian working in a tribal college library; and
• reflecting on cultural humility itself and where it is going.

Intelligence agencies provide critical information to national security and foreign policy decision makers, but spying also poses inherent dilemmas for liberty, privacy, human rights, and diplomacy. Principled Spying explores how to strike a balance between necessary intelligence activities and protecting democratic values by developing a new framework of ethics.

David Omand and Mark Phythian structure this book as an engaging debate between a former national security practitioner and an intelligence scholar. Rather than simply presenting their positions, throughout the book they pose key questions to each other and to the reader and offer contrasting perspectives to stimulate further discussion. They demonstrate the value for both practitioners and the public of weighing the dilemmas of secret intelligence through ethics. The chapters in the book cover key areas including human intelligence, surveillance, acting on intelligence, and oversight and accountability. The authors disagree on some key questions, but in the course of their debate they demonstrate that it is possible to find a balance between liberty and security. This book is accessible reading for concerned citizens, but it also delivers the sophisticated insights of a high-ranking former practitioner and a distinguished scholar.

Mark H. Moore’s now classic Creating Public Value offered advice to public managers about how to create public value. But that book left a key question unresolved: how could one recognize (in an accounting sense) when public value had been created? Here, Moore closes the gap by setting forth a philosophy of performance measurement that will help public managers name, observe, and sometimes count the value they produce, whether in education, public health, safety, crime prevention, housing, or other areas. Blending case studies with theory, he argues that private sector models built on customer satisfaction and the bottom line cannot be transferred to government agencies. The Public Value Account (PVA), which Moore develops as an alternative, outlines the values that citizens want to see produced by, and reflected in, agency operations. These include the achievement of collectively defined missions, the fairness with which agencies operate, and the satisfaction of clients and other stake-holders.

But strategic public managers also have to imagine and execute strategies that sustain or increase the value they create into the future. To help public managers with that task, Moore offers a Public Value Scorecard that focuses on the actions necessary to build legitimacy and support for the envisioned value, and on the innovations that have to be made in existing operational capacity.

Using his scorecard, Moore evaluates the real-world management strategies of such former public managers as D.C. Mayor Anthony Williams, NYPD Commissioner William Bratton, and Commissioner of the Minnesota Department of Revenue John James.

Despite the modesty of its title, the publication of this book in 1899 was a significant event. It marked the first application of the relatively new discipline of psychology, and specifically of James's theses in The Principles of Psychology, to educational theory and classroom practice. The book went through twelve printings in as many years and has never been out of print. Among its innovative features were James's maxims "No reception without reaction" and "No impression without expression"; a new emphasis on the biology of behavior and on the role of instincts; and discussions of the relevance to elementary school education of what is known about will, attention, memory, apperception, and the association of ideas.

Appended to the fifteen talks to schoolteachers were three talks to college students, as pertinent today as when they were written: "The Gospel of Relaxation," "On a Certain Blindness in Human Beings," and "What Makes a Life Significant?"

Torture doctors invent and oversee techniques to inflict pain and suffering without leaving scars. Their knowledge of the body and its breaking points and their credible authority over death certificates and medical records make them powerful and elusive perpetrators of the crime of torture. In The Torture Doctors, Steven H. Miles fearlessly explores who these physicians are, what they do, how they escape justice, and what can be done to hold them accountable.

At least one hundred countries employ torture doctors, including both dictatorships and democracies. While torture doctors mostly act with impunity—protected by governments, medical associations, and licensing boards—Miles shows that a movement has begun to hold these doctors accountable and to return them to their proper role as promoters of health and human rights. Miles’s groundbreaking portrayal exposes the thinking and psychology of these doctors, and his investigation points to how the international human rights community and the medical community can come together to end these atrocities.

Intellectual freedom is a core value of librarianship, but fighting to keep controversial materials on the shelves can sometimes feel like a lonely battle. And not all censorship controversies involve the public objecting to a book in the collection—libraries are venues for displays and meetings, and sometimes library staff themselves are tempted to preemptively censor a work. Those facing censorship challenges can find support and inspiration in this book, which compiles dozens of stories from library front lines. Edifying and enlightening, this collection

• Tells the stories of librarians who withstood difficult circumstances to champion intellectual freedom
• Touches on prickly issues such as age-appropriateness, some librarians' temptation to preemptively censor, sensitive cultural expressions, and criminality in the library
• Presents case studies of defenses that were unsuccessful, so librarians facing similar challenges can learn from these defeats

There are fewer situations more stressful in a librarian's professional life than being personally confronted with a demand to remove a book from the shelves or not knowing how to respond to other kinds of censorship challenges. Reading this book will help fortify and inform those in the fray.

Imagine yourself in your new job, doing your best to make a good impression—and your boss asks you to do something that doesn’t feel right, like fudge a sales report, or lie to a customer. You have no idea how to handle the situation, and your boss is hovering. When you’re caught off guard, under pressure from someone more powerful, it’s easy to make a mistake. And having made one, it’s easier to rationalize the next one.

The Young Professional’s Survival Guide shows how to avoid these traps in the first place, and how to work through them if you can’t avoid them. Many of the problems that arise in the workplace are predictable. C. K. Gunsalus, a nationally recognized expert on professional ethics, uses short, pungent real-world examples to help people new to the work world recognize the situations that can lead to career-damaging missteps—and prevent them. Gunsalus offers questions to ask yourself (and others) to help you recognize trouble and temptation, sample scripts to use to avoid being pressured into doing something you’ll regret, and guidance in handling disputes fairly and diplomatically. Most of all, she emphasizes, choose your mentors for their characters as well as their titles and talents.

You can’t control the people around you, but you can control what you do. Reliance on a few key habits and a professional persona, Gunsalus shows, can help you advance with class, even in what looks like a “casual” workplace.