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"A Passion for Creative Transformation The Transformative Leadership MA is a uniquely innovative distance-learning program that integrates extensive practical skills with deep self-reflection and an emphasis on creative action in the world. The program prepares students to embody leadership and mobilize their creativity in many different ways, whether in organizations, social movements, or a range of activities requiring personal initiative and dedication to making a difference. Transformative Leadership offers a creative incubator for new forms of leadership in a rapidly changing world. New forms of leadership are needed in all dimensions of life, not just in boardrooms and governments. Transformative Leadership explores leadership along four dimensions: new ways of being, relating, knowing, and doing, all requiring new perspectives, skills, and personal practices. Transformative leadership holds that as we change the world we also change ourselves, and as we change ourselves we also change the world. The transdisciplinary curriculum develops students' abilities to reflect on their mission in life, apply leading edge research, develop new sets of skills, and creatively act in the world. Faculty and students create a rich and supportive online learning community that provides a context where students can create their own approach to leadership, based on their personal values, capacities, and mission in life. This innovative program culminates in a Capstone Action Project that demonstrates leadership in the world and allows students to apply their learning and test their theories and assumptions about leadership in real time. The lessons learned from this project are often stepping stones for new initiatives and life paths for our graduates. The program also offers a unique set of electives, including a set of courses specifically designed to address issues related to LGBTQ leadership and policy."

Task/Problem-Centered - Students learn more when the instruction is centered on relevant real-world tasks or problems, including a series of tasks or problems that progress from simple to complex. Activation - Students learn more when they are directed to recall prior knowledge, to recall a structure for organizing that knowledge, or are given a structure for organizing new knowledge. This activation can also include a foundational learning experience upon which new learning can be based. Demonstration - Students learn more when new knowledge is demonstrated to them in the context of real-world tasks or problems. The knowledge that is demonstrated is both informational and skill-based. Demonstration is enhanced when it adheres to research-based principles of e-learning. Application - Students learn more when they perform real-world tasks or solve real-world problems and receive feedback on and appropriate guidance during that application. Integration - Students learn more when they are encouraged to integrate their new knowledge into their life through reflection, discussion, debate, and/or presentation of new knowledge.

""What we desire in the three marriages is a sense of profound physical participation with creation, the reconfirmation that we are not alone in the world and the reminder that there is a larger context to existence than the one we have established ourselves."" "What we desire in the three marriages is a sense of profound physical participation with creation, the reconfirmation that we are not alone in the world and the reminder that there is a larger context to existence than the one we have established ourselves."

""The difference between what we do and what we are capable of doing would suffice to solve most of the world's problem.""

"Without a thriving public sphere the people's ability to manage public affairs equitably and effectively is impossible.... The Public Sphere Project (PSP) is an initiative that is intended to help promote more effective and equitable public spheres all over the world. With this site we hope to ultimately support a community of researchers and activists and provide a broad framework for a variety of interrelated activities and goals."

The Toolkit is organized around the same four elements of the Certification Criteria for Linked Learning Pathways: Pathway Design: Quality pathways are designed with a structure, governance, and program of study that provides all students with opportunities for both postsecondary and career success. Engaged Learning: In supportive learning communities, students meet technical and academic standards and college entrance requirements through real-world applications, integrated project-/problem-based instruction, authentic assessments, and work-based learning. System Support: District policies and practices provide leadership, support, and resources to establish and sustain quality pathways. Evaluation and Accountability: A systemic evaluation process documents the pathway's impact on high school achievement and postsecondary success and drives the pathway's continuous improvement plans.

"This volume considers how current transitions in postsecondary education are impacting Higher Education (HE) institutions and subjects in a number of Northern nations, as well as how these transitions are indicative of the wider shift from the welfare to the market state. The university is now considered a key site for training and wealth generation in the so-called 'knowledge economy' that operates in a globalising, high tech world. Further, these transitions are underpinned by neo-liberal economic ideas that assume that the public sector is a drag on the economy unless it is subject to the rules, regulations and assumptions that govern the private sector. This excellent volume - an important contribution to Education as well as Economics and Politics - furthers our understandings of universities as marketable entities as part of the globalized economy. "

Meaning-making, in all its various aspects, is not only a prime motivating force in human life but also in teaching and learning. We search for personal meanings in our life experiences, which enables us to develop inner capabilities to become self-empowered, self-determining authors of our own life stories. In short, meaning-making expands human consciousness and MCE-MCL extends this explorative and explanatory domain. As students become engaged in a diverse set of personally and socially meaningful activities, they learn to assess what they learned with responsibility to self, to others, and to the local and world communities. Thus, MCE-MCL is holistic, dialogic, and experiential in nature, collaborative and transformative in process and purpose.

"Established companies are "held captive by their customers," in Christensen's phrase, and so routinely ignore emerging markets of buyers who are not their customers. Dominant companies prosper by making a good product and keeping their customer base by using sustaining technologies to continue improving it. The products get ever better-but at some point their quality overshoots the level of performance that even the high end of the market needs. Typically, this is when a disruptive innovation lands in the marketplace at a lower price and relatively poor level of performance-but it's a level adequate for what the lower end of the market seeks. The disruptive technology starts to attract customers, and is on its way to staggering the industry's giants. "Sustaining innovation makes good products better-but then you don't buy the old product. They're replacements. They do not create growth." To bring these powerful ideas into the real world, Christensen in 2001 founded the consulting firm Innosight (www.innosight.com) with Mark Johnson, M.B.A. '96. Now employing about 100, the company works mostly with Fortune 100 companies that are seeking to defend their core businesses and adapt to disruptive environments. It also coaches them on how to disrupt markets proactively, harnessing disruption's engine of growth for themselves. "It's hard to do both," says David Duncan, a senior partner at Innosight who earned a Harvard Ph.D. in physics in 2000. "As successful companies get bigger, their growth trajectories flatten out, and they need to find new ways to expand. But that will look different from what they did in the past. Most are so focused on maintaining their core business that when push comes to shove, the core will almost always kill off the disruptive innovation-the new thing. "The two goals conflict for resources," he continues. "CEOs are accountable to shareholders and feel Wall Street pressure to meet earnings targe

""I keep remembering one of my Guru's teachings about happiness. She says that people universally tend to think that happiness is a stroke of luck, something that will maybe descend upon you like fine weather if you're fortunate enough. But that's not how happiness works. Happiness is the consequence of personal effort. You fight for it, strive for it, insist upon it, and sometimes even travel around the world looking for it. You have to participate relentlessly in the manifestations of your own blessings. And once you have achieved a state of happiness, you must never become lax about maintaining it, you must make a mighty effort to keep swimming upward into that happiness forever, to stay afloat on top of it. If you don't you will eat away your innate contentment. It's easy enough to pray when you're in distress but continuing to pray even when your crisis has passed is like a sealing process, helping your soul hold tight to its good attainments.""

""The search for contentment is, therefore, not merely a self-preserving and self-benefiting act, but also a generous gift to the world. You cease being an obstacle, not only to yourself but to anyone else. Only then are you free to serve and enjoy other people.""