Jonathan Klein

A call to action that promotes K–12 schools and students as key contributors to climate solutions Laura A. Schifter and Jonathan Klein highlight the many ways in which K-12 schools and students have tremendous potential to advance solutions on environmental issues, and they provide frameworks for enacting change, in Students, Schools, and Our Climate Moment. Schifter and Klein demonstrate how the effects of climate change intersect with US public schools on multiple levels—for example, schools must prepare students to face the challenges of an uncertain future, accommodate disruptions brought about by extreme weather conditions, and evaluate their systems’ energy consumption and carbon emissions. Through rousing case studies of climate efforts in schools across the United States, Schifter and Klein show what it means to center children and young people in climate solutions and illustrate how educators and institutions can take comprehensive action. They share step-by-step plans for applying the lessons of these situations to future action, rooting their frameworks in the climate action plan of the Aspen Institute’s K12 Climate Action Commission and the Coherence Framework developed by the Public Education Leadership Project at Harvard University. The tools and key takeaways offered here can help raise climate literacy among students and also foster a climate collaboration mindset within districts, inspire community mobilization toward equity and sustainability, and enact policy change to shift society and mitigate the climate crisis.

Profundities ""Musings of a Master Memeist"" is a educational, inspirational and humor filled stream of consciousness manifesto designed by one of the 21st centuries foremost thought leaders - Jonathan Klein. If you've not yet had the pleasure of reading Klein, you are in for a treat of life altering proportions. Some of his thoughts are so deep and thought provoking, you will have to put the book down and consider what you just read for weeks. Some of the humor so earth shatteringly funny, you will find yourself laughing for hours later. He has been called one of the most profound thought leaders of his generation, and a major source of inspiration to some of more well known thought leaders of his generation. Please enjoy what the New York Times called, "A book that can change the world!" Profundities - Musings of a Master Memeist

When Ford rolled out the Mustang in April 1964 it was an instant hit. Even with its immense popularity it didn't stop Ford Corporate, zone managers, and dealerships from taking it an extra step further. Just two short months later, the first special-edition Mustang debuted at the Indianapolis 500 tasked with pacing the race, and it's been full throttle ever since. This book examines more than 650 special-edition Mustangs from 1964 through today. Coverage includes factory offerings such as the 2001 Bullitt and SVT Cobras, regional promotions including the Twister Special, third-party tuners such as Roush and Saleen, and factory race cars including the 1968-1/2 Cobra Jets and the 2000 Cobra-R. You may find Mustangs in this book that you had no idea even existed Never has a volume this detailed and with this many model Mustangs been offered published. The authors have taken their decades of research and logged them into a single compilation. Each Mustang is accompanied by production numbers, key features, and photos of surviving cars whenever possible. This book is sure to be a valued resource in your Mustang memorabilia collection

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Based on data regarding corporate mortality, organizations are built to fail: a conclusion critical to managers, employees, stockholders, consultants, customers, vendors, competitors, and therefore all of us who transact with and depend on organizations. Yet, literature about organizational management tends to focus on education and inspiration, and to bristle with optimism about the potential success of applying its wares. Ignored, in virtually all of this literature is the reality that personnel may or may not be inherently self-interested, but certainly join business organizations in order to serve individual rather than organizational interests. Individual self-interest is advanced through control of various processes in order to rationalize that self-interest as a productive, organizational purpose, which not simply suppresses opposition but also conceals or even demonizes that opposition. These processes include such familiar organizational functions as individual and organizational goal-setting, job and organizational design, leadership, hiring, performance appraisal, compensation, promotion, communication, corporate culture, and change. At all levels, therefore, the organization's long-term interest is undermined by the goals of the very members of whom it is comprised—it is built to fail. And through control of its various internal processes and elimination of opposition, the organization pursues self-destructive goals without knowing it.