MARC Record from marc_columbia

LEADER: 06097cam a2200601 a 4500
001 15841611
005 20220131130222.0
008 040514s2005 cau bf 000 0 eng
010 $a 2004011529
035 $a(OCoLC)ocm55502823
040 $aDLC$beng$cDLC$dUYB$dBAKER$dBTCTA$dYDXCP$dOCLCQ$dCNCGM$dBDX$dOCLCF$dOCLCO$dOCLCQ$dOCL$dOCLCO$dOCLCQ$dUKMGB$dEXG$dOCLCO
015 $aGBA465616$2bnb
016 7 $a012986745$2Uk
020 $a0787973696$q(pbk. ;$qalk. paper)
020 $a9780787973698$q(pbk. ;$qalk. paper)
035 $a(OCoLC)55502823
043 $an-us---
050 00 $aE184.A1$bB868 2005
082 00 $a305.8$222
049 $aZCUA
100 1 $aBrown, Cherie R.
245 10 $aLeading diverse communities :$ba how-to guide for moving from healing into action /$cCherie R. Brown, George J. Mazza, and the National Coalition Building Institute.
250 $aRev. ed.
260 $aSan Francisco :$bJossey-Bass,$c©2005.
300 $axx, 168 pages ;$c28 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
500 $aRevised edition of: Healing into action. c1997.
504 $aIncludes bibliographical references (pages 167-168).
505 0 $aChapter 1. Building Environments to Welcome Diversity -- Principle 1. Guilt is the glue that holds prejudice in place -- Principle 2. Welcoming diversity means every person counts and every issue counts -- Principle 3. Treating everyone the same may be unintentionally oppressive -- Principle 4. Meetings go better when everyone is included -- Principle 5. Recognize and work with the diversity already present in what appear to be homogeneous groups -- Principle 6. People can take on tough issues more readily when the issues are presented in a spirit of hope -- Principle 7. Building a team around us is the most powerful way to bring about institutional change -- Principles in Action: Durham, North Carolina -- Chapter 2. Healing Ourselves to Change the World -- Principle 8. We all carry records about other groups that prevent us from building effective alliances -- Principle 9. Effective anti-racism leadership in the present means healing scars from the past -- Principle 10. When we respond to a present situation with intense emotion, we are usually acting out of a past unhealed difficulty -- Principle 11. Underneath every oppressive comment lies some form of injury -- Principle 12. People who feel good about themselves do not mistreat others -- Principle 13. When witnessing oppressive behavior, having a chance to vent leads to clearer thinking about what is useful to do next -- Principle 14. Diversity leadership requires reclaiming courage -- Principle 15. Being an ally to another group requires us to heal the negative messages we have internalized about our own group -- Principle 16. Healing discouragement leads to more effective activism -- Principles in Action: Allentown, Pennsylvania -- Chapter 3. Becoming Effective Allies -- Principle 17. Human beings want to be allies with one another -- Principle 18. One-on-one relationship building is at the heart of effective intergroup coalitions -- Principle 19. Risk taking and mistake making are essential for building close relationships across group lines -- Principle 20. We can choose our attitude toward what we hear -- Principle 21. We don't change people's minds; we change their hearts with personal stories of discrimination -- Principle 22. Listening is not the same as agreeing -- Principle 23. If you wish to move a conflict forward, there is no room for two hurts at the same time -- Principle 24. You can develop sound policies on controversial issues when you understand the heartfelt concerns on all sides -- Principle 25. Reach for the higher ground -- Principle 26. Building relationships with people who belong to groups that have traditionally mistreated our people is a powerful way to break the cycle of mistrust -- Principles in Action: Birmingham, Alabama -- Chapter 4. Empowering Leaders to Lead -- Principle 27. Effective leadership requires individual initiative -- Principle 28. Effective leadership for diversity requires having the integrity to take principled stands -- Principle 29. Leaders deserve to be cherished and supported -- Principle 30. Attacks on leaders are a form of oppressive behavior -- Principle 31. Leaders change more readily through generosity from others than through criticism -- Principle 32. A trusted leader admits and corrects mistakes -- Principles in Action: Washington, District of Columbia -- Assessment Worksheet for Moving from Healing into Action.
651 0 $aUnited States$xRace relations$vHandbooks, manuals, etc.
651 0 $aUnited States$xEthnic relations$vHandbooks, manuals, etc.
650 0 $aCultural pluralism$zUnited States$vHandbooks, manuals, etc.
650 0 $aCommunity organization$zUnited States$vHandbooks, manuals, etc.
650 0 $aCoalitions$zUnited States$vHandbooks, manuals, etc.
650 0 $aCommunity leadership$zUnited States$vHandbooks, manuals, etc.
650 7 $aCoalitions.$2fast$0(OCoLC)fst01430055
650 7 $aCommunity leadership.$2fast$0(OCoLC)fst00871020
650 7 $aCommunity organization.$2fast$0(OCoLC)fst01432034
650 7 $aCultural pluralism.$2fast$0(OCoLC)fst01715991
650 7 $aEthnic relations.$2fast$0(OCoLC)fst00916005
650 7 $aRace relations.$2fast$0(OCoLC)fst01086509
651 7 $aUnited States.$2fast$0(OCoLC)fst01204155
655 7 $aHandbooks and manuals.$2fast$0(OCoLC)fst01423877
655 7 $aHandbooks and manuals.$2lcgft
700 1 $aMazza, George J.
700 1 $aBrown, Cherie R.$tHealing into action.
710 2 $aNational Coalition Building Institute.
856 41 $3Table of contents$uhttp://catdir.loc.gov/catdir/toc/ecip0418/2004011529.html
856 42 $3Contributor biographical information$uhttp://catdir.loc.gov/catdir/enhancements/fy0616/2004011529-b.html
856 42 $3Publisher description$uhttp://catdir.loc.gov/catdir/description/wiley042/2004011529.html
852 00 $buts$hE184.A1$iB868 2005