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What does it mean to teach? How does a teacher learn to teach? And of all the teaching methods that are available, which are best? Education for Judgment comes down squarely in favor of group discussion as the best method for teaching. aren't the only ones trying to achieve a work-life balance. "When we present the themes in this book to predominantly male audiences, the men often comment that they are struggling with similar issues," they note. The struggle becomes a little easier with the aid of this thoughtful book. (Jossey-Bass, $26.95) Harvard Business School, the book brings together essays from a cross- section of professionals. For instance, one is a medical professor, another a high school teacher. All of them share very personal stories of how they abandoned the lecture mode and began to use the discussion method in the classroom. They discuss the apprehensions they felt when they first began this interactive teaching method, the tools they dis- covered that helped them become better facilitators of discussion, and the collaborative process that turned their students into co-teachers. Over and over again, they admit that dis- cussion learning is messy, uncon- trolled, and far more difficult than lecturing—but a way of teaching to which they have committed them- selves. Discussion teaching becomes a partnership, says one writer, that Classroom Discussion What does it mean to teach? How does a teacher learn to teach? And of all the teaching methods that are available, which are best? Education for Judgment comes down squarely in favor of group discussion as the best method for teaching. Nonetheless, editors C. Roland Christensen, David A. Garvin, and Ann Sweet note that it can be a risky, frightening, and exhilarating experience for both teacher and student. Though published through the of hierarchy for the cooperation and closeness of colleagueship." While admitting that the concept "makes teaching more joyful. We teachers trade the aloneness and distance of discussion teaching may be diffi- cult for some to adopt, the authors say, "However mysterious or elusive the process may seem, it can be learned. Through collaboration and cooperation with friends and colleagues, and through self- observation and reflection, teachers can master both principles and techniques of discussion leadership." This book is a good start. It's like sitting down with a group of good friends who have already undergone the process and asking, "How do you do it?" The answers are honest, detailed, and intriguing. (Harvard Business School Press, $18.95) Global Leadership A highly regarded executive who is promoted to a position of global leadership is simply not going to be able to do his job the way he did it before. "He will work across multi- ple time zones, country infrastruc- tures, and cultural experiences," say the authors of Success for the New Global Manager. And more often than not, the people he deals with will hold beliefs and follow customs directly at odds with his own. It is critical for today's managers to understand those conflicting view- points and to be able to interact with people with intensely different cultural backgrounds, say authors Maxine Dalton, Chris Ernst, Jennifer Deal, and Jean Leslie. "The greatest obsta- cle to global effectiveness is a shortage of people who are prepared to man- age and thrive in this new business paradigm," they write. The trick is realizing that leadership traits that are considered valuable in one culture may be considered appalling in anoth- er. How then does a multicultural leader manage effectively without appearing to be inconsistent to the various groups that report to him? Obviously, no one book can pro- vide a template for international behavior, but the authors do isolate essential universal management capa- bilities and the pivotal skills needed to employ them. Whether they are working locally or globally, say these authors, managers will need the abil- ity to manage people, action, and information; the ability to cope with pressure; and a core of business knowledge. This will require inter- national business knowledge, cultural adaptability, the ability to take on someone else's per- spective, and skill as an innovator. The book is filled with a multi- tude of comparative charts, includ- ing one that demonstrates how various countries express their iden- tities, view authority, achieve goals, respond to change, acquire knowl- edge, view time, and respond to their environments. Other charts give readers a chance to rate their own personality traits so they under- stand how they operate—and what they might need to learn. The result is an absorbing and ultimately useful analysis of personality, culture, and business. (Jossey-Bass, $29.95) ■ z BizEd SEPTEMBER/OCTOBER 2002 55