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Telecommuting-an increasingly common practice of working from home or away from a central office, while staying linked by phone and/or computer-has become a way of life for more than eleven million people in the United States, and the number constantly rises. But most books on the subject focus on its technological or administrative aspects rather than its human ones. What are the pros and cons of telecommuting for the legions of men and women that actually do it on a daily basis? And how can current or would-be telecommuters maximize their performance while minimizing their headaches?
In 101 Tips for Telecommuters, seasoned telecommuter Debra Dinnocenzo shares her practical, easy-to-implement "action tips" for making telecommuting as efficient and productive as possible. Written for full-time, occasional, and aspiring telecommuters, this helpful book covers everything from managing one's own time, balancing telecommuting with family demands, and working effectively with others from afar to networking the "virtual" way, getting a grip on technological overkill and even resisting the ever-beckoning refrigerator when working at home!
Dinnocenzo offers useful advice on special self-management factors to consider when telecommuting; how to keep in touch with all the people-coworkers, managers, support personnel, customers, and others-who make up your telecommuting world; and even how to nurture crucial ties with suppliers, vendors, and service providers.
In the new age of professional mobility, 101 Tips for Telecommuters is the perfect guide for the millions of Americans who want to succeed in this exciting and challenging new way of work.

2048 is the story of the most important international social movement in the 21st century: the drafting and implementation of an International Bill of Rights that will be enforceable in the courts of every country on Earth.
Written documents have always played a key part in the evolution of human rights—the Code of Hammurabi, the Magna Carta, the Declaration of Independence. In 1948 the United Nations adopted the Universal Declaration of Human Rights, but its provisions are not enforceable so its promise remains unfulfilled. It's time to take the next step. 2048 shows how we can create an agreement that will truly guarantee global human rights and the rule of law and have it in place by the 100th anniversary of the Universal Declaration—a visionary, audacious, but eminently achievable goal. J. Kirk Boyd outlines the freedoms this new document would protect and describes successful international agreements already in place that can serve as models.

But the 2048 Project needs you. “What you do with what you read,” Boyd writes, “is as important as what this book says.” He explains how people in all countries can help shape the document through the 2048 Project website (www.2048.berkeley.edu)—hosted by the University of California, Berkeley, School of Law—and offers practical advice for reaching out and building support step by step so that the International Bill of Rights will become the foundation of an irresistible grassroots movement.

Creating an enforceable international guarantee of basic human rights Outlines the basics of a universally acceptable agreement Shows what everyone can do to make this agreement a reality In 1948 the United Nations General Assembly adopted the Universal Declaration of Human Rights, a deeply inspiring document that has been translated into over 300 languages and dialects. But because its provisions are not enforceable, its promise has not been fulfilled. Human rights violations continue in every corner of the globe, the cause of countless individual tragedies as well as large-scale disasters like war, poverty and environmental ruin. It’s time to take the next step. 2048 sets out a visionary, audacious, but, Kirk Boyd insists, achievable goal: drafting an enforceable international agreement that will allow the people of the world to create a social order based upon human rights and the rule of law. Boyd and the 2048 Project aim to have this agreement, the International Convention on Human Rights, in place by the 100th anniversary of the Universal Declaration. Written documents have always played a key role in advancing human rights: the Code of Hammurabi, the Magna Carta, the Declaration of Independence. The express purpose of the International Convention is to safeguard what Boyd calls the Five Freedoms, adding freedom for the environment to Franklin Roosevelt’s famous Four Freedoms: freedom of speech, freedom of religion, freedom from want, and freedom from fear. Boyd skillfully anticipates objections to the notion of a universal and enforceable written agreement—that it would be culturally insensitive, too expensive, unacceptably limit national sovereignty—and convincingly answers them. In fact some promising first steps have already been taken. He describes existing transnational agreements with effective compliance mechanisms that can serve as models. But Boyd wants to inspire more than argue. In 2048 he urges everyone to participate in the drafting of the agreement via the 2048 website and describes specific actions people can take to help make it a reality. “What you do with what you read” Boyd writes, “is as important as what this book says.” Little by little, working together creatively with the tools now available, we can take the next step forward in the evolution of human rights.

All countries signed the Universal Declaration of Human Rights in 1948. This book is part of an ambitious project to make the fundamental human rights in the Universal Declaration enforceable in the courts of all countries by 2048, the 100th anniversary of the Declaration's signing.

All countries signed the Universal Declaration of Human Rights in 1948. This book is part of an ambitious project to make the fundamental human rights in the Universal Declaration enforceable in the courts of all countries by 2048, the 100th anniversary of the Declaration's signing.

Two experienced and visionary authors show how institutions and individuals can go beyond conventional and sustainable investing to address complex problems such as income inequality and climate change on a deep, systemic level.

It's time for a new way to think about investing, one that can contend with the complex challenges we face in the 21st century.
 
Investment today has evolved from the basic, conventional approach of the 1950s. Investors have since recognized the importance of sustainable investment and have begun considering environmental and social factors. Yet the complexity of the times forces us to recognize and transition to a third stage of investment practice: system-level investing.

In this paradigm-shifting book, William Burckart and Steve Lydenberg show how system-level investors support and enhance the health and stability of the social, financial, and environmental systems on which they depend for long-term returns. They preserve and strengthen these fundamental systems while still generating competitive or otherwise acceptable performance.

This book is for those investors who believe in that transition. They may be institutions, large or small, concerned about the long-term stability of the environment and society. They may be individual investors who want their children and grandchildren to inherit a just and sustainable world. Whoever they may be, Burckart and Lydenberg show them the what, why, and how of system-level investment in this book: what it means to manage system-level risks and rewards, why it is imperative to do so now, and how to integrate this new way of thinking into their current practice.

Two experienced and visionary authors show how institutions and individuals can go beyond conventional and sustainable investing to address complex problems such as income inequality and climate change on a deep, systemic level.

It's time for a new way to think about investing, one that can contend with the complex challenges we face in the 21st century.
 
Investment today has evolved from the basic, conventional approach of the 1950s. Investors have since recognized the importance of sustainable investment and have begun considering environmental and social factors. Yet the complexity of the times forces us to recognize and transition to a third stage of investment practice: system-level investing.

In this paradigm-shifting book, William Burckart and Steve Lydenberg show how system-level investors support and enhance the health and stability of the social, financial, and environmental systems on which they depend for long-term returns. They preserve and strengthen these fundamental systems while still generating competitive or otherwise acceptable performance.

This book is for those investors who believe in that transition. They may be institutions, large or small, concerned about the long-term stability of the environment and society. They may be individual investors who want their children and grandchildren to inherit a just and sustainable world. Whoever they may be, Burckart and Lydenberg show them the what, why, and how of system-level investment in this book: what it means to manage system-level risks and rewards, why it is imperative to do so now, and how to integrate this new way of thinking into their current practice.

Two experienced and visionary authors show how institutions and individuals can go beyond conventional and sustainable investing to address complex problems such as income inequality and climate change on a deep, systemic level.


Our financial markets can no longer grapple adequately with the pressing challenges of our times-such as climate change, income inequality, diversity, and the health of our oceans.

Sustainable investment helps investors to manage environmental, social, and governance considerations in their portfolios, but this piecemeal approach stops short of addressing the larger systemic challenges that underlie them, thereby running the risk of missing the forest for the trees. Concerned about climate change, sustainable investors might invest in a portfolio of solar power companies. System-level investors would invest in a portfolio of solar and wind power, batteries, energy efficient and sustainable forest products, regenerative agriculture, and similar resources from companies that provide a holistic vision of what an alternative world could be.

William Burckart and Steve Lydenberg have pioneered this approach through their work at the Investment Integration Project. In this book they provide a guide for investors-both concerned individuals and financial professionals as well as investment advisors-explaining why this investment approach is critical today and how it can be put into practice.

The most successful organizations add a healthy dose of play into their daily or weekly routines. In fact, research has shown that when people actually enjoy their jobs they're more creative, more productive, and more committed to doing their jobs well. Companies like the Colorado Health Sciences Center and Southwest Airlines attest to the positive effect of fun at work. Both trace increased job satisfaction and decreased employee downtime to concerted efforts to make fun a part of their corporate identity.
With 301 Ways to Have Fun at Work , Dave Hemsath and Leslie Yerkes offer a complete resource anyone can use to create a dynamic workplace that encourages and inspires fun-and-games camaraderie among employees. It combines thorough research with practical hands-on tools, and features hundreds of ideas real companies have used to lighten up the workplace.
The authors surveyed over 1,500 individuals from organizations around the world and received enthusiastic responses that yielded a broad range of ways to spice up the work day. The suggestions in 301 Ways to Have Fun at Work include humorous training films, dress-up and dress-down days, silly job titles, awards for people who go "above and beyond the call of duty" when a coworker is on vacation, "ritual dances" at the completion of a project, a fashion show when it's time to choose a new uniform-even foam dart fights after meetings.
Hemsath and Yerkes offer ideas for instilling an element of fun into various business functions-from office environment, to meetings, training, communication, hiring, recognition, team building, and "simple acts of fun." In addition to the fun ideas in these chapters, a series of side bars, called "fun facts," "fun quotes," and "fun resources" offer humorous and interesting facts and statements about the effects of fun on workplace performance and job satisfaction, and direct readers to useful sources for products and services to enhance workplace "funativity."
Hemsath and Yerkes show that creating a fun atmosphere in the workplace increases productivity and morale and has a positive effect on the bottom line. Most importantly, they give readers the tools to have more fun at work, no matter where they work, or what position they're in.

The most successful organizations add a healthy dose of play into their daily or weekly routines. In fact, research has shown that when people actually enjoy their jobs they're more creative, more productive, and more committed to doing their jobs well. Companies like the Colorado Health Sciences Center and Southwest Airlines attest to the positive effect of fun at work. Both trace increased job satisfaction and decreased employee downtime to concerted efforts to make fun a part of their corporate identity. With 301 Ways to Have Fun at Work , Dave Hemsath and Leslie Yerkes offer a complete resource anyone can use to create a dynamic workplace that encourages and inspires fun-and-games camaraderie among employees. It combines thorough research with practical hands-on tools, and features hundreds of ideas real companies have used to lighten up the workplace. The authors surveyed over 1,500 individuals from organizations around the world and received enthusiastic responses that yielded a broad range of ways to spice up the work day. The suggestions in 301 Ways to Have Fun at Work include humorous training films, dress-up and dress-down days, silly job titles, awards for people who go "above and beyond the call of duty" when a coworker is on vacation, "ritual dances" at the completion of a project, a fashion show when it's time to choose a new uniform-even foam dart fights after meetings. Hemsath and Yerkes offer ideas for instilling an element of fun into various business functions-from office environment, to meetings, training, communication, hiring, recognition, team building, and "simple acts of fun." In addition to the fun ideas in these chapters, a series of side bars, called "fun facts," "fun quotes," and "fun resources" offer humorous and interesting facts and statements about the effects of fun on workplace performance and job satisfaction, and direct readers to useful sources for products and services to enhance workplace "funativity." Hemsath and Yerkes show that creating a fun atmosphere in the workplace increases productivity and morale and has a positive effect on the bottom line. Most importantly, they give readers the tools to have more fun at work, no matter where they work, or what position they're in.

The most successful organizations add a healthy dose of play into their daily or weekly routines. In fact, research has shown that when people actually enjoy their jobs they're more creative, more productive, and more committed to doing their jobs well. Companies like the Colorado Health Sciences Center and Southwest Airlines attest to the positive effect of fun at work. Both trace increased job satisfaction and decreased employee downtime to concerted efforts to make fun a part of their corporate identity.
With 301 Ways to Have Fun at Work , Dave Hemsath and Leslie Yerkes offer a complete resource anyone can use to create a dynamic workplace that encourages and inspires fun-and-games camaraderie among employees. It combines thorough research with practical hands-on tools, and features hundreds of ideas real companies have used to lighten up the workplace.
The authors surveyed over 1,500 individuals from organizations around the world and received enthusiastic responses that yielded a broad range of ways to spice up the work day. The suggestions in 301 Ways to Have Fun at Work include humorous training films, dress-up and dress-down days, silly job titles, awards for people who go "above and beyond the call of duty" when a coworker is on vacation, "ritual dances" at the completion of a project, a fashion show when it's time to choose a new uniform-even foam dart fights after meetings.
Hemsath and Yerkes offer ideas for instilling an element of fun into various business functions-from office environment, to meetings, training, communication, hiring, recognition, team building, and "simple acts of fun." In addition to the fun ideas in these chapters, a series of side bars, called "fun facts," "fun quotes," and "fun resources" offer humorous and interesting facts and statements about the effects of fun on workplace performance and job satisfaction, and direct readers to useful sources for products and services to enhance workplace "funativity."
Hemsath and Yerkes show that creating a fun atmosphere in the workplace increases productivity and morale and has a positive effect on the bottom line. Most importantly, they give readers the tools to have more fun at work, no matter where they work, or what position they're in.

Like lots of college grads, Daniel Seddiqui was having a hard time finding a job. But despite more than forty rejections, he knew there were opportunities out there. So he set out on an extraordinary quest: fifty jobs in fifty states in fifty weeks. And not just any jobs. His goal was as much to explore America as to explore different careers, so he chose jobs that reflected the culture and economy of each state.

Working as everything from a cheesemaker in Wisconsin, a border patrol agent in Arizona and a meatpacker in Kansas to a lobsterman in Maine, a surfing instructor in Hawaii and a football coach in Alabama, Daniel chronicles how he adapted to the wildly differing people, cultures, and environments. From one week to the next he had no idea what he'd be doing, where he'd be sleeping, what he'd be eating, or how he'd be received. He even became a roving news item, appearing on CNN, Fox News, World News Tonight, MSNBC and the Today Show—which was good preparation for his stint as a TV weatherman.

Tackling challenge after challenge—overcoming anxiety about working four miles underground in a West Virginia coalmine, learning to walk on six-foot stilts (in a full Egyptian king costume) at an Florida amusement park, racing the clock as a pit-crew member at an Indiana racetrack –Daniel completed his journey a changed man. In this book he shares stories about the people he met, the lessons he learned and explains the five principles that kept him going.

Like lots of college grads, Daniel Seddiqui was having a hard time finding a job. But despite more than forty rejections, he knew opportunities had to exist. So he set out on an extraordinary quest: fifty jobs in fifty states in fifty weeks. And not just any jobs—he chose professions that reflected the culture and economy of each state. Working as everything from a cheesemaker in Wisconsin, a border patrol agent in Arizona, and a meatpacker in Kansas to a lobsterman in Maine, a surfing instructor in Hawaii, and a football coach in Alabama, Daniel chronicles how he adapted to the wildly differing people, cultures, and environments. From one week to the next he had no idea exactly what his duties would be, where he’d be sleeping, what he’d be eating, or how he’d be received. He became a roving news item, appearing on CNN, Fox News, World News Tonight, MSNBC, and the Today show—which was good preparation for his stint as a television weatherman. Tackling challenge after challenge—overcoming anxiety about working four miles underground in a West Virginia coal mine, learning to walk on six-foot stilts (in a full Egyptian king costume) at a Florida amusement park, racing the clock as a pit-crew member at an Indiana racetrack—Daniel completed his journey a changed man. In this book he shares stories about the people he met, reveals the lessons he learned, and explains the five principles that kept him going.

In this amazing account, Daniel Seddiqui tells of working fifty different jobs in fifty states in fifty weeks. Working as everything from a cheesemaker in Wisconsin to a border patrol agent in Arizona, he details his journey across the industries and cultures of the United States and offers lessons he learned along the way about perseverance, risk taking, adaptability, networking, and endurance.

Change is difficult but essential—Esther Derby offers seven guidelines for change by attraction, an approach that draws people into the process so that instead of resisting change, they embrace it.

Even if you don't have change management in your job description, your job involves change. Change is a given as modern organizations respond to market and technology advances, make improvements, and evolve practices to meet new challenges. This is not a simple process on any level. Often, there is no indisputable right answer, and responding requires trial and error, learning and unlearning. Whatever you choose to do, it will interact with existing policies and structures in unpredictable ways. And there is, quite simply, a natural human resistance to being told to change.

Rather than creating more rigorous preconceived plans or imposing change by decree, agile software developer turned organizational change expert Esther Derby offers change by attraction, an approach that is adaptive and responsive and engages people in learning, evolving, and owning the new way. She presents a set of seven heuristics—guides to problem-solving—that empower people to achieve outcomes within broad constraints using their personal ingenuity and creativity.

When you work by attraction, you give space and support for people to feel the loss that comes with change and help them see what is valuable about the future you propose. Resistance fades because people feel there is nothing to push against—only something they want to move toward. Derby's approach clears the fog to provide a new way forward that honors people and creates safety for change.

Change is difficult but essential—Esther Derby offers seven guidelines for change by attraction, an approach that draws people into the process so that instead of resisting change, they embrace it.

Even if you don't have change management in your job description, your job involves change. Change is a given as modern organizations respond to market and technology advances, make improvements, and evolve practices to meet new challenges. This is not a simple process on any level. Often, there is no indisputable right answer, and responding requires trial and error, learning and unlearning. Whatever you choose to do, it will interact with existing policies and structures in unpredictable ways. And there is, quite simply, a natural human resistance to being told to change.

Rather than creating more rigorous preconceived plans or imposing change by decree, agile software developer turned organizational change expert Esther Derby offers change by attraction, an approach that is adaptive and responsive and engages people in learning, evolving, and owning the new way. She presents a set of seven heuristics—guides to problem-solving—that empower people to achieve outcomes within broad constraints using their personal ingenuity and creativity.

When you work by attraction, you give space and support for people to feel the loss that comes with change and help them see what is valuable about the future you propose. Resistance fades because people feel there is nothing to push against—only something they want to move toward. Derby's approach clears the fog to provide a new way forward that honors people and creates safety for change.