`And that is one thing we need to relearn, that all of life brings its gifts - not only the first two or three decades.' - Rudolf Steiner When are we actually old? What happens as we age? How will we cope with old age? Growing old is an art, and to grow old in the right way we need spiritual understanding. In this enlightening anthology - compiled by a director of care homes for the elderly - wide-ranging cosmological perspectives alternate with detailed observations of the phenomena of ageing. Rudolf Steiner sees ageing within the context of the earthly and spiritual evolution that encompasses all forms of existence. The book thus begins with the primary meaning that ageing has in developmental terms and ends with a consideration of the human being as co-creator in cosmic processes - and with our capacity to become increasingly conscious of the tasks this implies. These key texts by Rudolf Steiner show how spiritual knowledge can broaden the current debate on the study of old age, the process of ageing, and the particular problems faced by older people. Concerns about our `ageing population' can be seen in a broader context that recognizes the fruits of old age. The productive relationship between childhood and old age - a running theme throughout this volume - is one example. If we grow old consciously, viewing ageing not only as a period of physical decline but as a time when we can actively participate in shaping life, then we can begin to find greater meaning in it. Chapters include: `The Core Messages of Ageing'; `Fundamental Principles of Gerontology'; `Ageing as a Developmental Process'; `Ageing: the Risks and Opportunities'; The Art of Growing Old'; `Old Age and Death'; `Growing Old - A Challenge for Education'; `The Cosmological Dimensions of Ageing'.

'Demystifies strategy making while at the same time deepening our understanding of what the process entails. Their work is a marvellous guide for those striving to make sense of complexity' - Karl E. Weick, Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology, University of Michigan 'This book is at the very cutting edge of strategic management theory and yet also of immense practical use. It is truly a rare and stunning achievement' - John M Bryson, McKnight Presidential Professor of Planning and Public Affairs, Hubert H. Humphrey Institute of Public Affairs, University of Minnesota 'Using this book enabled me to facilitate a multicultural team of seven managers so that they very quickly got to grips with the challenges and opportunities facing the organization and developed a realistic workable strategy, whilst at the same time building a real sense of team cohesion and the feeling that individuals had been listened to' - Alison Devine, Director, British Council, Taipai This lucid and highly-accessible text addresses the challenges of how to build a robust and implementable strategy. Strategy making is seen as something relevant to managers of departments, divisions, SME's, as well as the top management teams of public and for-profit organizations. Four key routes to creating a strategy are discussed. These routes, when taken together, provide a powerful means for agreeing a negotiated strategy, and comprise: strategic issue management, agreeing organizational purpose, competitiveness from the exploitation and protection of distinctiveness, and the strategic management of stakeholders. The designs have been used extensively, in a wide range of countries, by management teams in all types of organisations.

'Demystifies strategy making while at the same time deepening our understanding of what the process entails. Their work is a marvellous guide for those striving to make sense of complexity' - Karl E. Weick, Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology, University of Michigan 'This book is at the very cutting edge of strategic management theory and yet also of immense practical use. It is truly a rare and stunning achievement' - John M Bryson, McKnight Presidential Professor of Planning and Public Affairs, Hubert H. Humphrey Institute of Public Affairs, University of Minnesota 'Using this book enabled me to facilitate a multicultural team of seven managers so that they very quickly got to grips with the challenges and opportunities facing the organization and developed a realistic workable strategy, whilst at the same time building a real sense of team cohesion and the feeling that individuals had been listened to' - Alison Devine, Director, British Council, Taipai This lucid and highly-accessible text addresses the challenges of how to build a robust and implementable strategy. Strategy making is seen as something relevant to managers of departments, divisions, SME's, as well as the top management teams of public and for-profit organizations. Four key routes to creating a strategy are discussed. These routes, when taken together, provide a powerful means for agreeing a negotiated strategy, and comprise: strategic issue management, agreeing organizational purpose, competitiveness from the exploitation and protection of distinctiveness, and the strategic management of stakeholders. The designs have been used extensively, in a wide range of countries, by management teams in all types of organisations.