When making decisions, people naturally face uncertainty about the potential consequences of their actions due in part to limits in their capacity to represent, evaluate or deliberate. Nonetheless, they aim to make the best decisions possible. In Decision Theory with a Human Face, Richard Bradley develops new theories of agency and rational decision-making, offering guidance on how 'real' agents who are aware of their bounds should represent the uncertainty they face, how they should revise their opinions as a result of experience and how they should make decisions when lacking full awareness of, or precise opinions on relevant contingencies. He engages with the strengths and flaws of Bayesian reasoning, and presents clear and comprehensive explorations of key issues in decision theory, from belief and desire to semantics and learning. His book draws on philosophy, economics, decision science and psychology, and will appeal to readers in all of these disciplines.

For years, students in the United States have lagged behind students in many other countries on such measures of achievement as the PISA and TIMSS assessments. In an increasingly globalized world, such a gap is worrisome. Armed with statistics, examples, and cautionary tales from Scandinavia to Japan, James H. Stronge and Xianxuan Xu have written a book that can help educators better prepare students and close that gap. In What Makes a World-Class School and How We Can Get There, you will find: Careful analysis of recent international assessment results-what they mean and what can be done to improve them. In-depth profiles of high-achieving education systems around the globe-their histories, their lessons learned, and what they can teach educators and policymakers in the United States. Strategies for aligning successful educational approaches from international systems to U.S. schools-which strategies to use, in which subjects, and with which students. Transformative ideas for cultivating a truly world-class system of schooling-both simple and complex ways to raise the bar for all students, no matter what their background. Educators in every country must ensure that their students are as prepared as possible to lead a future generation of citizens. This thought-provoking and copiously researched book provides educators with a blueprint for radical improvement based on the hard-learned experiences of their peers around the world.

The concept of school turnaround-rapidly improving schools and increasing student achievement outcomes in a short period of time-has become politicized despite the relative newness of the idea. Unprecedented funding levels for school improvement combined with few examples of schools substantially increasing student achievement outcomes has resulted in doubt about whether or not turnaround is achievable. Skeptics have enumerated a number of reasons to abandon school turnaround at this early juncture. This book is the first in a new series on school turnaround and reform intended to spur ongoing dialogue among and between researchers, policymakers, and practitioners on improving the lowestperforming schools and the systems in which they operate. The "turnaround challenge" remains salient regardless of what we call it. We must improve the nation's lowest-performing schools for many moral, social, and economic reasons. In this first book, education researchers and scholars have identified a number of myths that have inhibited our ability to successfully turn schools around. Our intention is not to suggest that if these myths are addressed school turnaround will always be achieved. Business and other literatures outside of education make it clear that turnaround is, at best, difficult work. However, for a number of reasons, we in education have developed policies and practices that are often antithetical to turnaround. Indeed, we are making already challenging work harder. The myths identified in this book suggest that we still struggle to define or understand what we mean by turnaround or how best, or even adequately, measure whether it has been achieved. Moreover, it is clear that there are a number of factors limiting how effectively we structure and support low-performing schools both systemically and locally. And we have done a rather poor job of effectively leveraging human resources to raise student achievement and improve organizational outcomes. We anticipate this book having wide appeal for researchers, policymakers, and practitioners in consideration of how to support these schools taking into account context, root causes of lowperformance, and the complex work to ensure their opportunity to be successful. Too frequently we have expected these schools to turn themselves around while failing to assist them with the vision and supports to realize meaningful, lasting organizational change. The myths identified and debunked in this book potentially illustrate a way forward.