"Thinking Like a Historian "will help you bring history to your classroom and reenergize your teaching of this crucial discipline in new ways. A group of experienced Wisconsin historians and educators, representing elementary through university levels, developed and piloted this framework. The Thinking Like a Historian charts which are the centerpiece of "Thinking Like a Historian "were created by condensing into simplified and easily remembered language the combined expertise of the historical profession as expressed in the published standards of the American Historical Association, the Organization of American Historians, the National Council for History Education, the National History Standards and state standards for Wisconsin and California.
"Thinking Like a Historian "is the fruit of our thinking and practice grounded in the highest standards of the discipline--designed to stimulate your own thinking, planning, and teaching. Adapt or draw inspriration from the examples for engaging and effective lessons and classroom activities. Return again and again to the common language of "Thinking Like a Historian "as a foundation that can connect and develop students' curiosity about and understand of history throughout their school years.
As history educators we wholeheartedly embrace the responsibility and opportunity to guide the next generation to think more deeply about the past--to think like historians.

The beginning of the twentieth century witnessed a remarkable growth of corporate welfare programs in American industry. By the mid-1920s, 80 percent of the nation's largest companies--firms including DuPont, International Harvester, and Metropolitan Life Insurance--engaged in some form of welfare work. Programs were implemented to achieve goals that ranged from improving basic workplace conditions, to providing educational, recreational, and social opportunities for workers and their families, to establishing savings and insurance plans. Employing the critical lens of gender analysis, Nikki Mandell offers an innovative perspective on the development of corporate welfare. She argues that its advocates sought to build a new relationship between labor and management by recasting the modern corporation as a Victorian family. Employers assumed the authoritative position of fathers, assigned their employees the subordinate role of children, and hired male and female welfare managers to act as ""corporate mothers"" charged with creating a harmonious household. But internal conflict and external pressures weakened the corporate welfare system, and it eventually gave way to a system of personnel management and employee representation. With the abandonment of the familial model, the form of corporate welfare changed; but, as Mandell demonstrates, its content left an enduring legacy for modern industrial relations. |Mandell examines the growth of corporate welfare programs around the turn of the 20th century. She argues that businessmen hoped such programs would transform conflict-ridden relations between management and labor into a harmonious partnership modeled after the Victorian family.