Lead Collectively

From Belief to Action to Impact
Peter M. DeWitt - Corwin Author and Consultant
Michael Nelson - Assistant Executive Director for Professional Learning, Washington Association of School Administrators
Lead Collectively
August 2025 | 248 pages | Corwin
Create Flyer

Purchase

eBook
ISBN: 9798348811754
Available from January 0001
Paperback
ISBN: 9781071982112
Available from September 2025

Description

A new way to think together, work together, and impact students… together.

Despite regular meetings and planning sessions, collective leader efficacy often remains an untapped resource, leaving leadership teams working in silos and increasing the challenge of creating environments where every student and adult can thrive. Lead Collectively bridges this gap by providing a comprehensive framework for shared understanding, joint work, and evidence-based decision-making to strengthen leadership teams and amplify their impact on teaching and learning.

Drawing on decades of leadership experience and research, authors Peter M. DeWitt and Michael Nelson offer actionable tools, protocols, and insights to help educational leaders foster trust, coherence, and accountability. Additional features include: 

  • A step-by-step Collaborative Inquiry Cycle to guide leadership teams from identifying problems of practice to tracking measurable results
  • Guidance on integrating AI tools to analyze data, assess impact, and enhance collaboration
  • Case studies and real-world stories illustrating how schools and districts have transformed their leadership practices through collective efficacy
More than a guide, Lead Collectively is an invitation for leaders to foster collaboration to achieve meaningful, lasting change. Whether you’re leading at the school or district level, this book equips you with the tools to grow as a leader and drive measurable improvement for your students and educators.

Contents

Foreword

Foreword

Acknowledgments

Acknowledgments

About the Authors

About the Authors

INTRODUCTION

  • WHERE DO WE GO FROM HERE?
  • WHAT IS COLLECTIVE LEADER EFFICACY?
  • OUR EXPERIENCE
  • INTRODUCTORY SURVEY

Part I: LEADERSHIP FOUNDATION

  • Chapter 1: HOW ARE YOUR PRIORITIES FOCUSED ON STUDENT OUTCOMES?
  • DOOR #1: DEVELOPING YOUR BELIEFS, VALUES, AND VISION
  • DOOR #2: DEVELOPING YOUR OWN SET OF LEADERSHIP LESSONS
  • DOOR #3: KEEPING STUDENTS AT THE CORE
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 2: UNDERSTANDING COLLECTIVE LEADER EFFICACY
  • LEADING PROACTIVELY
  • COLLECTIVE LEADER EFFICACY
  • KEY DIFFERENCES BETWEEN COLLECTIVE TEACHER EFFICACY AND COLLECTIVE LEADER EFFICACY
  • EXPERIENCES THAT IMPACT EFFICACY
  • WHY AFFECTIVE STATES MATTER
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES

Part II: SHARED UNDERSTANDING

  • Chapter 3: BUILDING SHARED UNDERSTANDING
  • MISSED OPPORTUNITIES
  • SHARED UNDERSTANDING, NOT JUST SHARED LANGUAGE
  • DEVELOPING A SHARED UNDERSTANDING
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 4: SHARED UNDERSTANDING IN ACTION
  • BUILDING SHARED UNDERSTANDING: A LEADERSHIP STORY FROM THE FIELD
  • THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
  • BEGINNING WITH STUDENT OUTCOMES
  • EXPLAINING STUDENT OUTCOMES
  • USING EXAMPLES AND NONEXAMPLES TO DEVELOP TRUST, CLARITY, AND COHERENCE
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES

Part III: JOINT WORK

  • Chapter 5: UNDERSTANDING JOINT WORK
  • PERSONAL
  • PROFESSIONAL
  • CLIMATE AND CULTURE
  • DEVELOPING JOINT WORK
  • COMPONENTS OF JOINT WORK
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 6: JOINT WORK IN ACTION
  • ESTABLISHING THE CULTURE FOR JOINT WORK
  • ESTABLISHING A NETWORK OF LEADERS FOR JOINT WORK
  • WHAT DOES JOINT WORK LOOK LIKE?
  • ESTABLISHING SYSTEMS TO INVOLVE ALL STAKEHOLDERS IN JOINT WORK
  • REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
  • THEORY OF ACTION
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES

Part IV: EVIDENCE OF IMPACT

  • Chapter 7: WHAT IS EVIDENCE OF IMPACT?
  • ONE PRIORITY, MULTIPLE MEASURES
  • DATA AND EVIDENCE: ONE CAN’T HAPPEN WITHOUT THE OTHER
  • HOW TEAMS TALK ABOUT EVIDENCE
  • LEADERSHIP TEAM MATRIX PROTOCOL: “LEADING WITH PURPOSE”
  • COMPONENTS OF EVIDENCE OF IMPACT
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 8: LINKING THEORY OF ACTION AND DATA TO CREATE AN EVIDENCE MINDSET
  • A JARRING PROFESSIONAL LEARNING MOMENT LEADS TO IMPROVEMENT
  • REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
  • EVIDENCE OF IMPACT
  • THE IMPORTANCE OF STAKEHOLDER PARTICIPATION
  • EQUITY
  • THE QUESTION BECOMES: WHAT DO WE DO WITH THIS INFORMATION?
  • INTEGRATION OF PROFESSIONAL LEARNING
  • IMPLEMENTATION TIMELINE
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES

Part V: CCOLLECTIVE LEADER EFFICACY INTERSECTION

  • Chapter 9: BRINGING IT TOGETHER: REFLECTION TO IMPROVE YOUR LEADERSHIP PRACTICE
  • LEARNING FROM JIMMY’S STORY
  • A PRINCIPAL’S VISION FOR TRUE PARTNERSHIPS
  • THE POWER OF LISTENING AND PARTNERSHIP
  • Afterword
  • Appendix
  • A.1 RUBRIC FOR SHARED UNDERSTANDING: TRUST
  • A.2 RUBRIC FOR SHARED UNDERSTANDING: CLARITY
  • A.3 RUBRIC FOR SHARED UNDERSTANDING: COHERENCE
  • A.4 SHARED UNDERSTANDING: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
  • A.5 RUBRIC FOR JOINT WORK: CULTURE
  • A.6 RUBRIC FOR JOINT WORK: NETWORK
  • A.7 RUBRIC FOR JOINT WORK: SYSTEMS
  • A.8 JOINT WORK: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
  • A.9 RUBRIC FOR EVIDENCE OF IMPACT: STUDENT LEARNING
  • A.10 RUBRIC FOR EVIDENCE OF IMPACT: LEADERSHIP AND DECISION-MAKING
  • A.11 RUBRIC FOR EVIDENCE OF IMPACT: PROFESSIONAL LEARNING AND GROWTH
  • A.12 EVIDENCE OF IMPACT: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
  • A.13 FRAYER MODEL PART I: COLLECTIVE LEADER EFFICACY
  • A.14 FRAYER MODEL PART II: SHARED UNDERSTANDING
  • A.15 FRAYER MODEL PART III: JOINT WORK
  • A.16 FRAYER MODEL PART IV: EVIDENCE OF IMPACT
  • References Cited
  • Index

Description

A new way to think together, work together, and impact students… together.

Despite regular meetings and planning sessions, collective leader efficacy often remains an untapped resource, leaving leadership teams working in silos and increasing the challenge of creating environments where every student and adult can thrive. Lead Collectively bridges this gap by providing a comprehensive framework for shared understanding, joint work, and evidence-based decision-making to strengthen leadership teams and amplify their impact on teaching and learning.

Drawing on decades of leadership experience and research, authors Peter M. DeWitt and Michael Nelson offer actionable tools, protocols, and insights to help educational leaders foster trust, coherence, and accountability. Additional features include: 

  • A step-by-step Collaborative Inquiry Cycle to guide leadership teams from identifying problems of practice to tracking measurable results
  • Guidance on integrating AI tools to analyze data, assess impact, and enhance collaboration
  • Case studies and real-world stories illustrating how schools and districts have transformed their leadership practices through collective efficacy
More than a guide, Lead Collectively is an invitation for leaders to foster collaboration to achieve meaningful, lasting change. Whether you’re leading at the school or district level, this book equips you with the tools to grow as a leader and drive measurable improvement for your students and educators.

Contents

Foreword

Foreword

Acknowledgments

Acknowledgments

About the Authors

About the Authors

INTRODUCTION

  • WHERE DO WE GO FROM HERE?
  • WHAT IS COLLECTIVE LEADER EFFICACY?
  • OUR EXPERIENCE
  • INTRODUCTORY SURVEY

Part I: LEADERSHIP FOUNDATION

  • Chapter 1: HOW ARE YOUR PRIORITIES FOCUSED ON STUDENT OUTCOMES?
  • DOOR #1: DEVELOPING YOUR BELIEFS, VALUES, AND VISION
  • DOOR #2: DEVELOPING YOUR OWN SET OF LEADERSHIP LESSONS
  • DOOR #3: KEEPING STUDENTS AT THE CORE
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 2: UNDERSTANDING COLLECTIVE LEADER EFFICACY
  • LEADING PROACTIVELY
  • COLLECTIVE LEADER EFFICACY
  • KEY DIFFERENCES BETWEEN COLLECTIVE TEACHER EFFICACY AND COLLECTIVE LEADER EFFICACY
  • EXPERIENCES THAT IMPACT EFFICACY
  • WHY AFFECTIVE STATES MATTER
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES

Part II: SHARED UNDERSTANDING

  • Chapter 3: BUILDING SHARED UNDERSTANDING
  • MISSED OPPORTUNITIES
  • SHARED UNDERSTANDING, NOT JUST SHARED LANGUAGE
  • DEVELOPING A SHARED UNDERSTANDING
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 4: SHARED UNDERSTANDING IN ACTION
  • BUILDING SHARED UNDERSTANDING: A LEADERSHIP STORY FROM THE FIELD
  • THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
  • BEGINNING WITH STUDENT OUTCOMES
  • EXPLAINING STUDENT OUTCOMES
  • USING EXAMPLES AND NONEXAMPLES TO DEVELOP TRUST, CLARITY, AND COHERENCE
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES

Part III: JOINT WORK

  • Chapter 5: UNDERSTANDING JOINT WORK
  • PERSONAL
  • PROFESSIONAL
  • CLIMATE AND CULTURE
  • DEVELOPING JOINT WORK
  • COMPONENTS OF JOINT WORK
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 6: JOINT WORK IN ACTION
  • ESTABLISHING THE CULTURE FOR JOINT WORK
  • ESTABLISHING A NETWORK OF LEADERS FOR JOINT WORK
  • WHAT DOES JOINT WORK LOOK LIKE?
  • ESTABLISHING SYSTEMS TO INVOLVE ALL STAKEHOLDERS IN JOINT WORK
  • REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
  • THEORY OF ACTION
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES

Part IV: EVIDENCE OF IMPACT

  • Chapter 7: WHAT IS EVIDENCE OF IMPACT?
  • ONE PRIORITY, MULTIPLE MEASURES
  • DATA AND EVIDENCE: ONE CAN’T HAPPEN WITHOUT THE OTHER
  • HOW TEAMS TALK ABOUT EVIDENCE
  • LEADERSHIP TEAM MATRIX PROTOCOL: “LEADING WITH PURPOSE”
  • COMPONENTS OF EVIDENCE OF IMPACT
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 8: LINKING THEORY OF ACTION AND DATA TO CREATE AN EVIDENCE MINDSET
  • A JARRING PROFESSIONAL LEARNING MOMENT LEADS TO IMPROVEMENT
  • REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
  • EVIDENCE OF IMPACT
  • THE IMPORTANCE OF STAKEHOLDER PARTICIPATION
  • EQUITY
  • THE QUESTION BECOMES: WHAT DO WE DO WITH THIS INFORMATION?
  • INTEGRATION OF PROFESSIONAL LEARNING
  • IMPLEMENTATION TIMELINE
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES

Part V: CCOLLECTIVE LEADER EFFICACY INTERSECTION

  • Chapter 9: BRINGING IT TOGETHER: REFLECTION TO IMPROVE YOUR LEADERSHIP PRACTICE
  • LEARNING FROM JIMMY’S STORY
  • A PRINCIPAL’S VISION FOR TRUE PARTNERSHIPS
  • THE POWER OF LISTENING AND PARTNERSHIP
  • Afterword
  • Appendix
  • A.1 RUBRIC FOR SHARED UNDERSTANDING: TRUST
  • A.2 RUBRIC FOR SHARED UNDERSTANDING: CLARITY
  • A.3 RUBRIC FOR SHARED UNDERSTANDING: COHERENCE
  • A.4 SHARED UNDERSTANDING: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
  • A.5 RUBRIC FOR JOINT WORK: CULTURE
  • A.6 RUBRIC FOR JOINT WORK: NETWORK
  • A.7 RUBRIC FOR JOINT WORK: SYSTEMS
  • A.8 JOINT WORK: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
  • A.9 RUBRIC FOR EVIDENCE OF IMPACT: STUDENT LEARNING
  • A.10 RUBRIC FOR EVIDENCE OF IMPACT: LEADERSHIP AND DECISION-MAKING
  • A.11 RUBRIC FOR EVIDENCE OF IMPACT: PROFESSIONAL LEARNING AND GROWTH
  • A.12 EVIDENCE OF IMPACT: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
  • A.13 FRAYER MODEL PART I: COLLECTIVE LEADER EFFICACY
  • A.14 FRAYER MODEL PART II: SHARED UNDERSTANDING
  • A.15 FRAYER MODEL PART III: JOINT WORK
  • A.16 FRAYER MODEL PART IV: EVIDENCE OF IMPACT
  • References Cited
  • Index
SAGE Publishing Logo

Lead Collectively

From Belief to Action to Impact


August 2025 | 248 pages | Corwin

Format Published Date ISBN Price
Paperback 06/05/2025 9781071982112 $37.95
Lifetime 01/02/2026 9798348811754 $35.00

A new way to think together, work together, and impact students… together.

Despite regular meetings and planning sessions, collective leader efficacy often remains an untapped resource, leaving leadership teams working in silos and increasing the challenge of creating environments where every student and adult can thrive. Lead Collectively bridges this gap by providing a comprehensive framework for shared understanding, joint work, and evidence-based decision-making to strengthen leadership teams and amplify their impact on teaching and learning.

Drawing on decades of leadership experience and research, authors Peter M. DeWitt and Michael Nelson offer actionable tools, protocols, and insights to help educational leaders foster trust, coherence, and accountability. Additional features include: 

  • A step-by-step Collaborative Inquiry Cycle to guide leadership teams from identifying problems of practice to tracking measurable results
  • Guidance on integrating AI tools to analyze data, assess impact, and enhance collaboration
  • Case studies and real-world stories illustrating how schools and districts have transformed their leadership practices through collective efficacy
More than a guide, Lead Collectively is an invitation for leaders to foster collaboration to achieve meaningful, lasting change. Whether you’re leading at the school or district level, this book equips you with the tools to grow as a leader and drive measurable improvement for your students and educators.

Table Of Contents:

  • Foreword
  • Acknowledgments
  • About the Authors
  • INTRODUCTION
  • WHERE DO WE GO FROM HERE?
  • WHAT IS COLLECTIVE LEADER EFFICACY?
  • OUR EXPERIENCE
  • INTRODUCTORY SURVEY
  • Part I: LEADERSHIP FOUNDATION
  • Chapter 1: HOW ARE YOUR PRIORITIES FOCUSED ON STUDENT OUTCOMES?
  • DOOR #1: DEVELOPING YOUR BELIEFS, VALUES, AND VISION
  • DOOR #2: DEVELOPING YOUR OWN SET OF LEADERSHIP LESSONS
  • DOOR #3: KEEPING STUDENTS AT THE CORE
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 2: UNDERSTANDING COLLECTIVE LEADER EFFICACY
  • LEADING PROACTIVELY
  • COLLECTIVE LEADER EFFICACY
  • KEY DIFFERENCES BETWEEN COLLECTIVE TEACHER EFFICACY AND COLLECTIVE LEADER EFFICACY
  • EXPERIENCES THAT IMPACT EFFICACY
  • WHY AFFECTIVE STATES MATTER
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Part II: SHARED UNDERSTANDING
  • Chapter 3: BUILDING SHARED UNDERSTANDING
  • MISSED OPPORTUNITIES
  • SHARED UNDERSTANDING, NOT JUST SHARED LANGUAGE
  • DEVELOPING A SHARED UNDERSTANDING
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 4: SHARED UNDERSTANDING IN ACTION
  • BUILDING SHARED UNDERSTANDING: A LEADERSHIP STORY FROM THE FIELD
  • THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
  • BEGINNING WITH STUDENT OUTCOMES
  • EXPLAINING STUDENT OUTCOMES
  • USING EXAMPLES AND NONEXAMPLES TO DEVELOP TRUST, CLARITY, AND COHERENCE
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Part III: JOINT WORK
  • Chapter 5: UNDERSTANDING JOINT WORK
  • PERSONAL
  • PROFESSIONAL
  • CLIMATE AND CULTURE
  • DEVELOPING JOINT WORK
  • COMPONENTS OF JOINT WORK
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 6: JOINT WORK IN ACTION
  • ESTABLISHING THE CULTURE FOR JOINT WORK
  • ESTABLISHING A NETWORK OF LEADERS FOR JOINT WORK
  • WHAT DOES JOINT WORK LOOK LIKE?
  • ESTABLISHING SYSTEMS TO INVOLVE ALL STAKEHOLDERS IN JOINT WORK
  • REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
  • THEORY OF ACTION
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Part IV: EVIDENCE OF IMPACT
  • Chapter 7: WHAT IS EVIDENCE OF IMPACT?
  • ONE PRIORITY, MULTIPLE MEASURES
  • DATA AND EVIDENCE: ONE CAN’T HAPPEN WITHOUT THE OTHER
  • HOW TEAMS TALK ABOUT EVIDENCE
  • LEADERSHIP TEAM MATRIX PROTOCOL: “LEADING WITH PURPOSE”
  • COMPONENTS OF EVIDENCE OF IMPACT
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Chapter 8: LINKING THEORY OF ACTION AND DATA TO CREATE AN EVIDENCE MINDSET
  • A JARRING PROFESSIONAL LEARNING MOMENT LEADS TO IMPROVEMENT
  • REVISITING THE COLLABORATIVE INQUIRY CYCLE PLACEMAT
  • EVIDENCE OF IMPACT
  • THE IMPORTANCE OF STAKEHOLDER PARTICIPATION
  • EQUITY
  • THE QUESTION BECOMES: WHAT DO WE DO WITH THIS INFORMATION?
  • INTEGRATION OF PROFESSIONAL LEARNING
  • IMPLEMENTATION TIMELINE
  • CHAPTER SUMMARY
  • TEAM ACTIVITIES
  • Part V: CCOLLECTIVE LEADER EFFICACY INTERSECTION
  • Chapter 9: BRINGING IT TOGETHER: REFLECTION TO IMPROVE YOUR LEADERSHIP PRACTICE
  • LEARNING FROM JIMMY’S STORY
  • A PRINCIPAL’S VISION FOR TRUE PARTNERSHIPS
  • THE POWER OF LISTENING AND PARTNERSHIP
  • Afterword
  • Appendix
  • A.1 RUBRIC FOR SHARED UNDERSTANDING: TRUST
  • A.2 RUBRIC FOR SHARED UNDERSTANDING: CLARITY
  • A.3 RUBRIC FOR SHARED UNDERSTANDING: COHERENCE
  • A.4 SHARED UNDERSTANDING: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
  • A.5 RUBRIC FOR JOINT WORK: CULTURE
  • A.6 RUBRIC FOR JOINT WORK: NETWORK
  • A.7 RUBRIC FOR JOINT WORK: SYSTEMS
  • A.8 JOINT WORK: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
  • A.9 RUBRIC FOR EVIDENCE OF IMPACT: STUDENT LEARNING
  • A.10 RUBRIC FOR EVIDENCE OF IMPACT: LEADERSHIP AND DECISION-MAKING
  • A.11 RUBRIC FOR EVIDENCE OF IMPACT: PROFESSIONAL LEARNING AND GROWTH
  • A.12 EVIDENCE OF IMPACT: EXAMPLES AND NONEXAMPLES OF THREE-COMPONENT QUESTIONS
  • A.13 FRAYER MODEL PART I: COLLECTIVE LEADER EFFICACY
  • A.14 FRAYER MODEL PART II: SHARED UNDERSTANDING
  • A.15 FRAYER MODEL PART III: JOINT WORK
  • A.16 FRAYER MODEL PART IV: EVIDENCE OF IMPACT
  • References Cited
  • Index

Recent Product Reviews:

We all have our own ‘Jimmys’—students whose stories stay with us. DeWitt and Nelson blend heartfelt storytelling, practical tools, and research-backed strategies to help school and district teams evaluate and amplify their collective impact. This is a book you’ll not only learn from— you’ll enjoy reading it too. It doesn’t just talk about leadership; it lives it.
John Hattie, University of Melbourne
This book offers a candid look at the systemic barriers that persist in education and models the kind of courageous, principle-centered leadership our schools need. It is essential reading for aspiring school leaders committed to centering humanity, context, and hope in all they do.
Allison Drago, Pacific Lutheran University
Peter DeWitt and Michael Nelson once again provide educational leaders with a must-read resource. The thoughtful blend of theory, case studies, and reflective opportunities throughout the book provides change makers with a strong foundation to create lasting impact on student outcomes.
Sammie Cervantez, San Luis Obispo County Office of Education
This book is a great resource for school leaders striving to create a shared vision, engage in purposeful collaboration, and stay focused on what truly matters. Peter and Michael break down big ideas into clear steps that teams can put into action right away. This is a must-read for any leadership team dedicated to professional growth, improving its collective impact, and driving lasting change.
Chantale Cloutier, Bliss Carman Middle School
In Lead Collectively, the authors make a case for collective leader efficacy through this collection of protocols and activities to support leader and team reflections focused on school improvement planning. Each chapter could be a stand-alone workshop.
Lisa Pryor, University of Oklahoma

Recommendations