Celebrated AIDS activist and nonprofit CEO Dr. Pernessa Seele demands that it's time to stop stigmatizing others. She outlines a way to move beyond shaming, drawing from experience working in church communities where love is the operating principle.


“Stigma” is a simple two-syllable word yet a powerful expression that conjures up a variety of feelings for many people based on an array of social factors. We all have the tendency to sit on our high horses and proclaim how progressive and civilized we've become. However, the reality is that we experience the burden of stigma in the United States in our public and private lives every day.

Dr. Pernessa Seele teaches readers that with practical stigma management, beginning with exposing the problems, we can transform the public conversation to be guided by accepting others and reserving our negative judgments. If we are honest and committed to exposing the problems, each of us can vividly see how we privately mark people who are and have been incarcerated, those addicted to drugs, people who live in low-income neighborhoods, same-gender loving people, and individuals suffering from certain diseases. It is in such conversations that we can educate ourselves and engage with others we have stigmatized in the past, ultimately leading us to change our language from a negative outlook to that of inclusion and the mending of social divides.

Supported by her wealth of knowledge and decades of experience, Dr. Seele imagines a world that few people can. She envisions that in eliminating stigmas about people different from us, we can change representations in the media, get rid of laws and policies targeting stigmatized groups, and set an example for future generations.

Stand Up!
How to Get Involved, Speak Out, and Win in a World on Fire

A society that actively combats racism, treats climate change as a serious threat, and ensures that all people have a living wage and a decent life for themselves and their families is not a progressive pipe dream. Victories are being won every day, all over the country. But they didn't happen just by clicking “donate” on a website. Gordon Whitman says that fundamental change demands forming the kind of face-to-face relationships that have sustained every social movement in history.

For two decades, Whitman has been working with PICO National Network to equip tens of thousands to fight racial discrimination and economic injustice. He brings that experience to this book, describing five kinds of conversations that enable people to create organizations that can successfully overcome the forces of oppression and reaction.

The first conversation to have is with ourselves, to make sure we're clear about our purpose and in it for the long haul. Then we need to share the personal story of how we came to this point with others—there is no more powerful way to connect. They in turn will share their stories, and then we can have the third conversation, about becoming a team. This team reaches out to people they know to talk about their concerns and priorities, building a broad base of supporters.. Then, with our base at our back, we can have that final conversation, directly confronting the powers that be.

Of course, this isn't as simple as it sounds. Appropriately enough, Whitman uses stories, his own and others, to illustrate how best to handle these conversations and to show how they work together to build a movement. We can't just sit on the sidelines sharing angry social media posts or signing online petitions. We need to get directly involved, reach out, knock on doors, and bring our whole selves to the table if the changes our country so desperately need are ever going to come.

Stand Up!
How to Get Involved, Speak Out, and Win in a World on Fire

A society that actively combats racism, treats climate change as a serious threat, and ensures that all people have a living wage and a decent life for themselves and their families is not a progressive pipe dream. Victories are being won every day, all over the country. But they didn't happen just by clicking “donate” on a website. Gordon Whitman says that fundamental change demands forming the kind of face-to-face relationships that have sustained every social movement in history.

For two decades, Whitman has been working with PICO National Network to equip tens of thousands to fight racial discrimination and economic injustice. He brings that experience to this book, describing five kinds of conversations that enable people to create organizations that can successfully overcome the forces of oppression and reaction.

The first conversation to have is with ourselves, to make sure we're clear about our purpose and in it for the long haul. Then we need to share the personal story of how we came to this point with others—there is no more powerful way to connect. They in turn will share their stories, and then we can have the third conversation, about becoming a team. This team reaches out to people they know to talk about their concerns and priorities, building a broad base of supporters.. Then, with our base at our back, we can have that final conversation, directly confronting the powers that be.

Of course, this isn't as simple as it sounds. Appropriately enough, Whitman uses stories, his own and others, to illustrate how best to handle these conversations and to show how they work together to build a movement. We can't just sit on the sidelines sharing angry social media posts or signing online petitions. We need to get directly involved, reach out, knock on doors, and bring our whole selves to the table if the changes our country so desperately need are ever going to come.

In a time where the fight for social justice can feel overwhelming, Gordon Whitman empowers readers to stand up with a purpose-driven mindset and effective strategy.

Stand Up! is an antidote to the cynicism that keeps so many people on the sidelines. It's both an argument about how to solve the biggest problems facing our society, and a guide to engaging with others to change the world. People don't need more information about what's going wrong. They need to know that change is possible and that they have a meaningful role to play. They need to know that they can transform themselves from passive observers of politics and civic life to public leaders who can stare down bank presidents and politicians.

The book provides a coherent framework, a set of principles and practices for confronting global issues like climate change as well as local ones like making our schools better and our streets safer. Stand Up! uses stories to cover everything from helping readers find their purpose, building teams with focused goals, and envisioning a world that is truly guided by self-governance. Based on nearly 20 years of community organizing, and tapping into nonpartisan PICO's network of 1000 member institutions including churches, state and municipal organizations, and professional community organizers, Gordon Whitman provides a blueprint for every concerned individual to fight for social justice.

Shows that the key to effectively leading difficult meetings lies not in acquiring more tools and techniques but in your state of mind Offers dozens of stories, exercises and practices to help readers cultivate a grounded, compassionate, purposeful presence Draws on Dressler’s interviews with 35 distinguished experts in facilitation, negotiation, organizational development and leadership High heat meetings seem to be happening in more and more organizations these days. Situations where participants are polarized, angry, fearful, confused. If you facilitate meetings for a living, all your well-learned techniques won’t help you in volatile and unpredictable situations like this. If you lead meetings as simply one part of your job, you probably feel even less able to cope. The answer is not another technique—not something you do to people. Veteran facilitator Larry Dressler has learned the hard way that when stakes are high, outcomes uncertain, and emotions running wild what makes the crucial difference is the leader’s presence. To work with people in high-heat meetings you have to work on yourself. Standing in the Fire shares not just Dressler’s experiences but also the insights of 35 iconic facilitators, leaders, conveners, and change agents, all with an eye to helping you stay grounded and focused enough to make the kind of inventive, split-second decisions these pressure-cooker situations demand. He outlines the mindsets, the emotional and physical ways of being that will enable you to master yourself so you can remain firmly in service to the group, and offers dozens of practices for cultivating these capabilities before, during and after any meeting. In meetings as in the natural world fire can be creative rather than destructive—but only if handled skillfully. Standing in the Fire gives you everything you need to keep from being draw into the inferno yourself and instead become a masterful fire tender.

Real organizational change isn't brought about by decree, pressure, permission, or even persuasion. Sustained change comes when people are passionately and personally committed to a future that they have helped to shape. If you want to turn your organization's cynics into owners, give them a voice in the decisions that impact their work. Consensus Through Conversation shows how.

Consensus is a cooperative process in which all of a group's members develop and agree to actively support a decision. It's not mere acquiescence—consensus goes several steps beyond, transforming people from resigned instruction-followers to dedicated champions of an idea. Larry Dressler shows you exactly how to prepare for a successful consensus-building process, takes you step-by-step through that process, and offers tips for success and traps to avoid. Throughout, he provides a host of tools and examples that make this an eminently practical and immediately useful guide.

Consensus Through Conversation will give you the tools you need to use consensus effectively in your organization. It is a handy, vital reference that you will turn to again and again in your efforts to tackle high stakes issues, make high quality decisions, and build enthusiasm and commitment to action.

Master facilitator Larry Dressler shows group leaders, OD consultants, and coaches who work with polarized or anxious groups how developing an open, authentic, intentional "presence" can both help them guide their groups more effectively and move the facilitator forward on a path toward self-mastery.

“The perfect book for the times in which we live . . . page after page of engaging stories, profound insights, and practical tips on how you can stand up and take responsibility for making something meaningful happen.”
—Jim Kouzes, coauthor of the bestselling The Leadership Challenge

All too often, the challenges we face seem overwhelming. Where do we start? What if we fail? But bestselling author John Izzo argues that almost every problem, from personal difficulties and business challenges to social issues, can be solved if all of us look to ourselves to create change rather than looking to others. And with the research to prove it, Izzo shows that by seeing ourselves as the locus of control rather than the victims of change, we are happier, less stressed, and more powerful.

Izzo shows how taking responsibility changes our careers, our companies, our lives, and our communities. This book is filled with stories that illustrate the incredible power of stepping up: a homeless man who started a recycling revolution, a middle-aged Italian shopkeeper who fought back against the Mafia, two teenagers who ignited an antibullying movement, an executive who turned a dying division into a profit center, and a few employees who created a multibillion dollar product for Starbucks, and many more. This second edition includes a new chapter on the Stepping Up Continuum, a model that looks at six ways to know if you are stepping up or stepping back, as well as fresh stories and a self-assessment tool for helping leaders create a culture for stepping up in their organizations. We have the power within ourselves to move mountains—we just have to decide that we are the ones to do it.

“The perfect book for the times in which we live . . . page after page of engaging stories, profound insights, and practical tips on how you can stand up and take responsibility for making something meaningful happen.”
—Jim Kouzes, coauthor of the bestselling The Leadership Challenge

All too often, the challenges we face seem overwhelming. Where do we start? What if we fail? But bestselling author John Izzo argues that almost every problem, from personal difficulties and business challenges to social issues, can be solved if all of us look to ourselves to create change rather than looking to others. And with the research to prove it, Izzo shows that by seeing ourselves as the locus of control rather than the victims of change, we are happier, less stressed, and more powerful.

Izzo shows how taking responsibility changes our careers, our companies, our lives, and our communities. This book is filled with stories that illustrate the incredible power of stepping up: a homeless man who started a recycling revolution, a middle-aged Italian shopkeeper who fought back against the Mafia, two teenagers who ignited an antibullying movement, an executive who turned a dying division into a profit center, and a few employees who created a multibillion dollar product for Starbucks, and many more. This second edition includes a new chapter on the Stepping Up Continuum, a model that looks at six ways to know if you are stepping up or stepping back, as well as fresh stories and a self-assessment tool for helping leaders create a culture for stepping up in their organizations. We have the power within ourselves to move mountains—we just have to decide that we are the ones to do it.

“The perfect book for the times in which we live . . . page after page of engaging stories, profound insights, and practical tips on how you can stand up and take responsibility for making something meaningful happen.”
-Jim Kouzes, coauthor of the bestselling The Leadership Challenge

Stepping Up argues that almost every problem, from personal difficulties and business challenges to social issues, can be solved if all of us look to ourselves to create change rather than looking to others. And with the research to prove it, John Izzo shows that by seeing ourselves as the locus rather than the victims of change, we are happier, less stressed, and more powerful.

Izzo offers seven compelling principles that enable anyone to effectively bring about positive change. This book is filled with stories that illustrate the incredible power of stepping up: a middle-aged Italian shopkeeper who fought back against the Mafia, two teenagers who ignited an antibullying movement, an executive who turned a dying division into a profit center, and many more. This second edition includes a new chapter on the Stepping Up Continuum, a model that looks at six ways to know if you are stepping up or stepping back, as well as fresh stories and a self-assessment tool for helping leaders create a culture for stepping up in their organizations.

One of the most provocative and revolutionary books written on leadership, business, and organizational design, Stewardship remains just as relevant, even twenty years later, to transforming our organizations for the common good of the wider community.
 
We still face the challenge of fostering ownership and accountability throughout our organizations. Despite all the evidence calling for profound change, most organizations still rely on patriarchy and control as their core form of governance. The result is that they stifle initiative and spirit and alienate people from the work they do. This in the face of an increasing need to find ways to be responsive to customers and the wider community. 
 
Peter Block insists that what is required is a dramatic shift in how we distribute power, privilege, and the control of money. “Stewardship,” he writes, “means giving people at the bottom and the boundaries of the organization choice over how to serve a customer, a citizen, a community. It is the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of those around us.”
 
Block has revised and updated the book throughout, including a new introduction addressing what has changed—and what hasn't—in the twenty years since the book was published and a new chapter on applying stewardship to the common good of the wider community. He covers both the theory of stewardship (in particular how it ameliorates the shortcomings of traditional leadership) and the practice (how it transforms every function and department for the better). And he offers tactical advice as well on gearing up to implement these reforms. 

One of the most provocative and revolutionary books written on leadership, business, and organizational design, Stewardship remains just as relevant, even twenty years later, to transforming our organizations for the common good of the wider community.
 
We still face the challenge of fostering ownership and accountability throughout our organizations. Despite all the evidence calling for profound change, most organizations still rely on patriarchy and control as their core form of governance. The result is that they stifle initiative and spirit and alienate people from the work they do. This in the face of an increasing need to find ways to be responsive to customers and the wider community. 
 
Peter Block insists that what is required is a dramatic shift in how we distribute power, privilege, and the control of money. “Stewardship,” he writes, “means giving people at the bottom and the boundaries of the organization choice over how to serve a customer, a citizen, a community. It is the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of those around us.”
 
Block has revised and updated the book throughout, including a new introduction addressing what has changed—and what hasn't—in the twenty years since the book was published and a new chapter on applying stewardship to the common good of the wider community. He covers both the theory of stewardship (in particular how it ameliorates the shortcomings of traditional leadership) and the practice (how it transforms every function and department for the better). And he offers tactical advice as well on gearing up to implement these reforms. 

One of the most provocative and revolutionary books written on leadership, business, and organizational design, Stewardship remains just as relevant, even twenty years later, to transforming our organizations for the common good of the wider community.

As President of the Giraffe Heroes Project, which since 1982 has been recognizing people who "stick their necks out for the common good," John Graham has seen what hundreds of average citizens around the world have done to bring about constructive change. He's drawn on their experiences, his own as a veteran environmental activist, and that of a hand-picked group of seasoned activists to produce an accessible, eminently practical, inspiring guide on how to work effectively for change in any environment.
Stick Your Neck Out covers every aspect of working for change, from choosing an issue to mapping out a strategy, getting a team together, building alliances, working with the media, and more. Each chapter contains a series of practical tips as well as inspiring examples of real people--artists, truck drivers, doctors, waitresses, and others--who have made a difference on issues like poverty, racism, gang violence, environmental pollution, and many more. Everything in this book has been honed and practiced; nothing is untested theory.
This is a comprehensive guide to the skills, qualities, and strategies you need to make a difference on any issue. But it's also about becoming fully alive--about the meaning and passion you can add to your own life by getting involved. Active citizenship and personal growth are linked. The information in this book can change your world--and it can change your life.

As President of the Giraffe Heroes Project, which since 1982 has been recognizing people who "stick their necks out for the common good," John Graham has seen what hundreds of average citizens around the world have done to bring about constructive change. He's drawn on their experiences, his own as a veteran environmental activist, and that of a hand-picked group of seasoned activists to produce an accessible, eminently practical, inspiring guide on how to work effectively for change in any environment. Stick Your Neck Out covers every aspect of working for change, from choosing an issue to mapping out a strategy, getting a team together, building alliances, working with the media, and more. Each chapter contains a series of practical tips as well as inspiring examples of real people--artists, truck drivers, doctors, waitresses, and others--who have made a difference on issues like poverty, racism, gang violence, environmental pollution, and many more. Everything in this book has been honed and practiced; nothing is untested theory. This is a comprehensive guide to the skills, qualities, and strategies you need to make a difference on any issue. But it's also about becoming fully alive--about the meaning and passion you can add to your own life by getting involved. Active citizenship and personal growth are linked. The information in this book can change your world--and it can change your life.

As President of the Giraffe Heroes Project, which since 1982 has been recognizing people who "stick their necks out for the common good," John Graham has seen what hundreds of average citizens around the world have done to bring about constructive change. He's drawn on their experiences, his own as a veteran environmental activist, and that of a hand-picked group of seasoned activists to produce an accessible, eminently practical, inspiring guide on how to work effectively for change in any environment.
Stick Your Neck Out covers every aspect of working for change, from choosing an issue to mapping out a strategy, getting a team together, building alliances, working with the media, and more. Each chapter contains a series of practical tips as well as inspiring examples of real people--artists, truck drivers, doctors, waitresses, and others--who have made a difference on issues like poverty, racism, gang violence, environmental pollution, and many more. Everything in this book has been honed and practiced; nothing is untested theory.
This is a comprehensive guide to the skills, qualities, and strategies you need to make a difference on any issue. But it's also about becoming fully alive--about the meaning and passion you can add to your own life by getting involved. Active citizenship and personal growth are linked. The information in this book can change your world--and it can change your life.

This deeply lyrical book offers perspective for those struggling to hear the quiet voice of the soul over the din of the contemporary workplace. Alan Briskin shows how the modern organization has gradually increased its demands on us-beginning with our bodies, then our minds, and now our souls. But through the moving personal stories of people fighting to reclaim their souls, he also sends a message that encourages individuals to keep their spiritual integrity and values alive. In The Stirring of Soul In the Workplace, Briskin weaves together lessons from history, psychology, and management theory, with numerous real-life examples, to tell the story of how the modern workplace has evolved to value technology and productivity over soulfulness and relationship. From the Industrial Revolution's marriage of mechanization and efficiency to the management theories of the early 20th century, Briskin traces the emergence of the quest for efficiency and control in the workplace. He questions the corporate concept of "individual personality" that asks us to check our emotions, fantasies, imaginations, and souls at the door. He describes the history of the soul as a dynamic force that continues to influence our behavior, and shows how excluding it from our work life actually flattens our potential and dampens our creativity. Rather than solve the conventional question organizations have been asking for years-how can we change people?-Alan Briskin examines how organizations can better reflect personal and human values in the workplace. For organizations that too often have sacrificed the well-being of the individual for the goals of the organization, the author suggests a more active way of taking up our work roles that can bring more of our experience and imagination into play. He points out that meaning cannot come from corporate mission statements or reengineering programs. Instead, it needs to be nurtured through dialogue and reflection, the courage to ask troubling questions, and a willingness to face the consequences of our collective and individual actions. When we learn to honor the contradictions, uncertainties, and interconnections inherent in the workplace, the energies of the soul will begin to stir with revitalizing results.

This deeply lyrical book offers perspective for those struggling to hear the quiet voice of the soul over the din of the contemporary workplace. Alan Briskin shows how the modern organization has gradually increased its demands on us-beginning with our bodies, then our minds, and now our souls. But through the moving personal stories of people fighting to reclaim their souls, he also sends a message that encourages individuals to keep their spiritual integrity and values alive.
In The Stirring of Soul In the Workplace, Briskin weaves together lessons from history, psychology, and management theory, with numerous real-life examples, to tell the story of how the modern workplace has evolved to value technology and productivity over soulfulness and relationship. From the Industrial Revolution's marriage of mechanization and efficiency to the management theories of the early 20th century, Briskin traces the emergence of the quest for efficiency and control in the workplace. He questions the corporate concept of "individual personality" that asks us to check our emotions, fantasies, imaginations, and souls at the door. He describes the history of the soul as a dynamic force that continues to influence our behavior, and shows how excluding it from our work life actually flattens our potential and dampens our creativity.
Rather than solve the conventional question organizations have been asking for years-how can we change people?-Alan Briskin examines how organizations can better reflect personal and human values in the workplace. For organizations that too often have sacrificed the well-being of the individual for the goals of the organization, the author suggests a more active way of taking up our work roles that can bring more of our experience and imagination into play. He points out that meaning cannot come from corporate mission statements or reengineering programs. Instead, it needs to be nurtured through dialogue and reflection, the courage to ask troubling questions, and a willingness to face the consequences of our collective and individual actions. When we learn to honor the contradictions, uncertainties, and interconnections inherent in the workplace, the energies of the soul will begin to stir with revitalizing results.