We live in a time when attention spans are shrinking while demands on our emotions are accelerating at ever increasing rates. The media that once brought us news now seems determined to interpret it, forcing us to take sides rather than come to understanding. This growing white noise of conflict threatens to overwhelm our ability to find peace of mind. How can we clear away the unnecessary clutter and help ourselves, and others lead lives of true contentment and continuing growth? The answer to this question is found in a remarkable new book, Beyond Help, by Dr. Camaron J Thomas. It is a breakthrough guide that shows us, step by step, how we can help ourselves and others become better human beings in a dehumanizing world. Thomas' text is profound yet easy to grasp and richly illustrated by examples taken from her long experience as a professional mediator. It leads the reader through the challenges and pitfalls of self-perception to the heights of the abiding presence; showing us how to cast debilitating baggage aside along the way so we can rise to our fullest potential. Beyond Help breaks the mold of self-help publications by empowering rather than manipulating the reader. It is a lifeline to anyone struggling to evolve in the turbulent waters racing beneath the surface of today's social network.

A public manager herself and successful consultant in the public sector, Camaron Thomas argues for a whole new way of being a public manager. She introduces a new paradigm for how the public sector should work: a collaborative, functional environment in which fast-paced, purposeful change, civility, and initiative are actually the norm. Real, positive change is part of every employee's job; control in the public sector must be replaced with shared responsibility, and for her new paradigm to be realized it must be understood and internalized by managers one at a time.

This book argues for a whole new way of "being" a public manager, one that affects what managers do, how they do it, and who they are as people. It replaces the concept of agencies and control with shared responsibility, and tests the idea in the arena of public sector budgeting. Most importantly, it recognizes that it is managers themselves who must change, if the profession is ever going to improve. This book is written for the 19 million plus current public sector managers, who grind through every day. It's also written for their successors, for whom the task only promises to be more difficult.