Bushido has played a significant role in shaping the behavior of modern Japanese government, corporations, society, and individuals, as well as in developing modern Japanese martial arts within Japan and internationally. The Japanese original of this book, Bushido Shoshinshu, (Bushido for Beginners), has been one of the primary sources on the tenets of Bushido, a way of thought that remains fascinating and relevant to the modern world, East and West. This handbook, written after five hundred years of military rule in Japan, was composed to provide practical and moral instruction for warriors, correcting wayward tendencies and outlining the personal, social, and professional standards of conduct characteristic of Bushido, the Japanese chivalric tradition.With a bright, conversational narrative by Thomas Clear,y and powerfully evocative line drawings by master illustrator Oscar Ratti, this book is indispensable to corporate executives, students of Asian Culture, martial artists, or anyone sincerely interested in Japan and its people.

    The harsh truth is that they mismanage many of those choices, even though they have the right intentions. These blunders take a huge toll on leaders, their organizations, and the people they serve.Why is it so hard to make sound decisions? We fall victim to simplified mental routines that prevent us from coping with the complex realities inherent in important judgment calls. Yet these cognitive errors are preventable. In Think Twice, Michael Mauboussin shows you how to recognize-and avoid-common mental missteps, including:-Misunderstanding cause-and-effect linkages-Aggregating micro-level behavior to predict macro-level behavior-Not considering enough alternative possibilities in making a decision-Relying too much on expertsSharing vivid stories from business and beyond, Mauboussin offers powerful rules for avoiding each error. And he explains how to know when it's time to think twice-to question your reasoning and adopt decision-making strategies that are far more effective, even if they seem counterintuitive.Master the art of thinking twice, and you'll start spotting dangerous mental errors-in your own decisions and in those of others. Equipped with this awareness, you'll soon begin making sounder judgment calls that benefit (rather than hurt) your organization.

    Historian Douglas Porch chronicles the Legion’s involvement in Spain, Mexico, Indochina, Madagascar, WWI, Vietnam, and Algiers (to name a few) and delves into the inner workings of legionnaires and their captains. Known for draconian discipline and shrouded in mystery, the secrets of the Legion are guarded by those who have gained admittance into its elite society. In this thoroughly researched and impressive account, Porch reveals the mysteries surrounding a Legion of “unparalleled exoticism, pathos, and drama.”

    Recognizing the fundamental disparity between agrarian and urban societies, Mao advocated unorthodox strategies that converted deficits into advantages: using intelligence provided by the sympathetic peasant population; substituting deception, mobility, and surprise for superior firepower; using retreat as an offensive move; and educating the inhabitants on the ideological basis of the struggle. This radical new approach to warfare, waged in jungles and mountains by mobile guerrilla bands closely supported by local inhabitants, has been adopted by other revolutionary leaders from Ho Chi Minh to Che Guevara. Mao wrote On Guerrilla Warfare in 1937 while in retreat after ten years of battling the Nationalist army of Chiang Kai-shek. Twelve years later, the Nationalist Chinese were rousted from the mainland, and Mao consolidated his control of a new nation, having put his theories of revolutionary guerrilla warfare to the test. Established governments have slowly come to recognize the need to understand and devise means to counter this new method of warfare. Samuel B. Griffith's classic translation makes Mao's treatise widely available and includes a comprehensive introduction that profiles Mao, analyzes the nature and conduct of guerrilla warfare, and considers its implications for American policy.

    But as risk expert Gerd Gigerenzer shows, the surprising truth is that in the real world, we often get better results by using simple rules and considering less information. In Risk Savvy, Gigerenzer reveals that most of us, including doctors, lawyers, financial advisers, and elected officials, misunderstand statistics much more often than we think, leaving us not only misinformed, but vulnerable to exploitation. Yet there is hope. Anyone can learn to make better decisions for their health, finances, family, and business without needing to consult an expert or a super computer, and Gigerenzer shows us how.Risk Savvy is an insightful and easy-to-understand remedy to our collective information overload and an essential guide to making smart, confident decisions in the face of uncertainty.

    For the first time ever, author D.E. Tarver explains the classic texts, The Art of War by Sun Tzu and The Art of Warfare by Sun Pin, in plain English.War is the perfect training ground for teaching Sun Tzu's ancient philosophies to attaining victory over an opponent. The Art of War outlines the steps for outwitting the enemy, be it an army of 10,000 or an unresponsive client.The Art of War teaches leaders strategies to attain victory by:Knowing when to stand up to an opponent, and when to back down.How to be confident without being overly confident.Considering the cost of the campaign before launching an attack.Avoiding an opponent's strengths and striking his weaknesses. ""The one who is first to the field of battle has time to rest, while his opponent rushes into the conflict weary and confused. The first will be fresh and alert. The second will waste most of his energy trying to catch up."" Be the first to the battlefield with The Art of War."

    Our titles cover subjects such as graphic design, theater, branding, fine art, photography, interior design, writing, acting, film, how to start careers, business and legal forms, business practices, and more. While we don't aspire to publish a New York Times bestseller or a national bestseller, we are deeply committed to quality books that help creative professionals succeed and thrive. We often publish in areas overlooked by other publishers and welcome the author whose expertise can help our audience of readers.

    People can use economics and they can use statistics and numbers to get at the truth and there is a real appetite for doing so. This is such a BBC thing to say--there’s almost a public service mission to be fulfilled in educating people about economics. When I wrote The Undercover Economist, it was all about my pure enthusiasm for the subject; the book is full of stuff I wanted to say and that is always the thing with the books: they are always such fun to write. Do you think that people these days are generally more economically literate? People are now aware of economics for various reasons. There are the problems with the economy--there is always more interest in economics when it is all going wrong. Where is the border line in your new book between economics and sociology? I don’t draw a border line, and particularly not with the new book. The Undercover Economist was basically all the cool economics I could think of and The Logic of Life was me investigating a particular part of economics. All of the references in The Logic of Life were academic economics papers that I had related--and hopefully made more fun. This new book, Adapt, is very different. I have started by asking what is wrong with the world, what needs fixing, how does it work--and if economics can tell us something about that (which it can) then I have used it. And if economics is not the tool that you need--if you need to turn to sociology or engineering or biology or psychology--I have, in fact, turned to all of them in this book. If that’s what you need, then that’s where I have gone. So I have written this book in a different way: I started with a problem and tried to figure out how to solve it. What specific subjects do you tackle? To be a bit more specific, the book is about how difficult problems get solved and I look at quick change; the banking crisis; poverty; innovation, as I think there is an innovation slow-down; and the war in Iraq. Also, I look at both problems in business and in everyday life. Those are the big problems that I look at--and my conclusion is that these sorts of problems only ever get solved by trial and error, so when they are being solved, they are being solved through experimentation, which is often a bottom-up process. When they are not being solved it is because we are not willing to experiment, or to use trial and error. Do you think companies will change to be much more experimental, with more decisions placed in the hands of employees? I don’t think that is necessarily a trend, and the reason is that the market itself is highly experimental, so if your company isn’t experimental it may just happen to have a really great, successful idea--and that’s fine; if it doesn’t, it will go bankrupt. But that said, it is very interesting to look at the range of companies who have got very into experimentation--they range from the key-cutting chain Timpson’s to Google; you can’t get more different than those two firms, but actually the language is very similar; the recruitment policies are similar; the way the employees get paid is similar. The “strap line” of the book is that “Success always starts with failure.” You are a successful author… so what was the failure that set you up for success? I was working on a book before The Undercover Economist… it was going to be a sort of Adrian Mole/Bridget Jones’ Diary-styled fictional comedy, in which the hero was this economist and through the hilarious things that happened to him, all these economic principles would be explained--which is a great idea--but the trouble is that I am not actually funny. Another example would be my first job as a management consultant… and I was a terrible management consultant. I crashed out after a few months. Much better that, than to stick with the job for two or three years-- a lot of people say you have got to do that to “show your commitment.” Taking the job was a mistake--why would I need to show my commitment to a mistake? Better to realise you made a mistake, stop and do something else, which I did. That idea that “failure breeds success” is central to most entrepreneurs. Do you think we need more of it in the UK? I think that the real problem is not failure rates in business; the problem is failure rates in politics. We need a much higher failure rate in politics. What actually happens is politicians--and this is true of all political parties--have got some project and they’ll say, “Right, we are going to do this thing,” and it is quite likely that idea is a bad idea--because most ideas fail; the world is complicated and while I don’t have the numbers for this, most ideas are, as it turns out, not good ideas. But they never collect the data, or whatever it is they need to measure, to find out where their idea is failing. So they have this bad idea, roll this bad idea out and the bad idea sticks, costs the country hundreds, millions, or billions of pounds, and then the bad idea is finally reversed by the next party on purely ideological grounds and you never find out whether it really worked or not. So we have this very, very low willingness to collect the data that would be necessary to demonstrate failure, which is the bit we actually need. To give a brief example: Ken Livingstone, as Mayor of London, came along and introduced these long, bendy buses. Boris Johnson came along and said, “If you elect me, I am going to get rid of those big bendy buses and replace them with double-decker buses.” He was elected and he did it, so… which one of them is right? I don’t know. I mean, isn’t that crazy? I know democracy is a wonderful thing and we voted for Ken Livingstone and we voted for Boris Johnson, but it would be nice to actually have the data on passenger injury rates, how quickly people can get on and off these buses, whether disabled people are using these buses… the sort of basic evidence you would want to collect. Based on that, are you a supporter of David Cameron’s “Big Society”, which in a sense favours local experimentation over central government planning? Well, I have some sympathy for the idea of local experimentation, but what worries me is that we have to have some mechanism that is going to tell you what is working and what is not--and there is no proposal for that. Cameron’s Tories seem to have the view that ‘if it is local then it will work.’ In my book, I have all kinds of interesting case studies of situations where localism really would have worked incredibly well, as in, say, the US Army in Iraq. But I have also got examples of where localism did not work well at all--such as a corruption-fighting drive in Indonesia. Is the new book, Adapt, your movement away from economic rationalist to management guru? Are you going to cast your eye over bigger problems? The two changes in Adapt are that I have tried to start with the problem, rather than saying, “I have got a hammer--I’m going to look for a nail.” I started with a nail and said, “Ok, look, I need to get this hammered in.” So I have started with the problem and then looked anywhere for solutions. And the second thing is that I have tried to do is write with more of a narrative. This is not a Malcolm Gladwell book, but I really admire the way that people like Gladwell get quite complex ideas across because they get you interested in the story; that is something that I have tried to do more of here. I am not too worried about it, because I know that I am never going to turn into Malcolm Gladwell--I am always going to be Tim Harford--but it doesn’t hurt to nudge in a certain direction. On Amazon, we recommend new book ideas to people: “If you like Tim Harford you may like…”, but what does Tim Harford also like? I read a lot of books, mostly non-fiction and in two categories: people who I think write a lot better than I do, and people who think about economics more deeply than I do. In the first category I am reading people like Michael Lewis, Kathryn Schulz (I loved her first book, Being Wrong), Malcolm Gladwell and Alain de Botton. In the second category, I read lots of technical economics books, but I enjoy Steven Landsburg, Edward Glaeser (who has a book out now which looks good), Bill Easterly… I don’t necessarily agree with all of these people! When I am not reading non-fiction, I am reading comic books or 1980s fantasy authors like Jack Vance.

    Imperious, headstrong, and vain, MacArthur matched an undeniable military genius with a massive ego and a rebellious streak that often seemed to destine him for the dustbin of history. Yet despite his flaws, MacArthur is remembered as a brilliant commander whose combined-arms operation in the Pacific—the first in the history of warfare—secured America’s triumph in World War II and changed the course of history. In The Most Dangerous Man in America, celebrated historian Mark Perry examines how this paradox of a man overcame personal and professional challenges to lead his countrymen in their darkest hour. As Perry shows, Franklin Roosevelt and a handful of MacArthur’s subordinates made this feat possible, taming MacArthur, making him useful, and finally making him victorious. A gripping, authoritative biography of the Pacific Theater’s most celebrated and misunderstood commander, The Most Dangerous Man in America reveals the secrets of Douglas MacArthur’s success—and the incredible efforts of the men who made it possible.

    Incisive and practical, timely and timeless, he is a mentor of the highest order.”—Jim Collins, New York Times bestselling author of Good to Great In Rules of Thumb, Alan Webber—co-founder of Fast Company and one of the most important thought leaders of the last two decades—provides 52 rules of thumb, one for each week of the year, to help leaders stay productive and inspired even in the most turbulent times.

    Drawing on examples from familiar domains such as the kitchen and the office, the author, Venkatesh Rao, illustrates the subtleties underlying everyday behavior, and explains how you can strengthen the foundations of your decision-making skills."TEMPO is one of the most insightful and original books on decision-making I've ever read..." -- Daniel H. Pink, author of DRIVE and A WHOLE NEW MIND"An uncannily accurate analysis of our choice-making behaviors" -- David Allen, author of GETTING THINGS DONE"Tempo is a highly original and engaging book...In a world where timing is increasingly central to success, this is an essential read, not just for executives, but for everyone."-- John Hagel, co-author of THE POWER OF PULL

    What began more than sixty years ago as a modest proposal that a mathematician and an economist write a short paper together blossomed, in 1944, when Princeton University Press published Theory of Games and Economic Behavior. In it, John von Neumann and Oskar Morgenstern conceived a groundbreaking mathematical theory of economic and social organization, based on a theory of games of strategy. Not only would this revolutionize economics, but the entirely new field of scientific inquiry it yielded--game theory--has since been widely used to analyze a host of real-world phenomena from arms races to optimal policy choices of presidential candidates, from vaccination policy to major league baseball salary negotiations. And it is today established throughout both the social sciences and a wide range of other sciences.This sixtieth anniversary edition includes not only the original text but also an introduction by Harold Kuhn, an afterword by Ariel Rubinstein, and reviews and articles on the book that appeared at the time of its original publication in the New York Times, tthe American Economic Review, and a variety of other publications. Together, these writings provide readers a matchless opportunity to more fully appreciate a work whose influence will yet resound for generations to come.

    Evidence has shown that creative geniuses are not attached to one identity, but constantly willing to rethink their stances and that leaders who admit they don't know something and seek critical feedback lead more productive and innovative teams.New evidence shows us that as a mindset and a skilllset, rethinking can be taught and Grant explains how to develop the necessary qualities to do it. Section 1 explores why we struggle to think again and how we can learn to do it as individuals, arguing that 'grit' alone can actually be counterproductive. Section 2 discusses how we can help others think again through learning about 'argument literacy'. And the final section 3 looks at how schools, businesses and governments fall short in building cultures that encourage rethinking.In the end, learning to rethink may be the secret skill to give you the edge in a world changing faster than ever.

    Indeed, his vision of modern warfare powerfully influenced America'sdecision to rethink its military strategy in Iraq and implement the Surge, now recognized as a dramatic success. In The Accidental Guerrilla, Kilcullen provides a remarkably fresh perspective on the War on Terror. Kilcullen takes us on the ground to uncover the face of modern warfare, illuminating both the big global war (the War on Terrorism) and its relation to the associated small wars across theglobe: Iraq, Afghanistan, Indonesia, Thailand, the Pakistani tribal zones, East Timor and the horn of Africa. Kilcullen sees today's conflicts as a complex interweaving of contrasting trends--local insurgencies seeking autonomy caught up in a broader pan-Islamic campaign--small wars in the midst ofa big one. He warns that America's actions in the war on terrorism have tended to conflate these trends, blurring the distinction between local and global struggles and thus enormously complicating our challenges. Indeed, the US had done a poor job of applying different tactics to these verydifferent situations, continually misidentifying insurgents with limited aims and legitimate grievances--whom he calls accidental guerrillas--as part of a coordinated worldwide terror network. We must learn how to disentangle these strands, develop strategies that deal with global threats, avoidlocal conflicts where possible, and win them where necessary. Colored with gripping battlefield experiences that range from the jungles and highlands of Southeast Asia to the mountains of the Afghanistan-Pakistan border to the dusty towns of the Middle East, The Accidental Guerrilla will, quite simply, change the way we think about war. This book is amust read for everyone concerned about the war on terror.

    Writing in venues like the New Republic and Commentary, such intellectuals were always expected to opine on a broad array of topics, from foreign policy to literature to economics. Yet in recent years a new kind of thinker has supplanted that archetype: the thought leader. Equipped with one big idea, thought leaders focus their energies on TED talks rather than highbrow periodicals. How did this shift happen? In The Ideas Industry, Daniel W. Drezner points to the roles of political polarization, heightened inequality, and eroding trust in authority as ushering in the change. In contrast to public intellectuals, thought leaders gain fame as single-idea merchants. Their ideas are often laudable and highly ambitious: ending global poverty by 2025, for example. But instead of a class composed of university professors and freelance intellectuals debating in highbrow magazines, thought leaders often work through institutions that are closed to the public. They are more immune to criticism--and in this century, the criticism of public intellectuals also counts for less.Three equally important factors that have reshaped the world of ideas have been waning trust in expertise, increasing political polarization and plutocracy. The erosion of trust has lowered the barriers to entry in the marketplace of ideas. Thought leaders don't need doctorates or fellowships to advance their arguments. Polarization is hardly a new phenomenon in the world of ideas, but in contrast to their predecessors, today's intellectuals are more likely to enjoy the support of ideologically friendly private funders and be housed in ideologically-driven think tanks. Increasing inequality as a key driver of this shift: more than ever before, contemporary plutocrats fund intellectuals and idea factories that generate arguments that align with their own. But, while there are certainly some downsides to the contemporary ideas industry, Drezner argues that it is very good at broadcasting ideas widely and reaching large audiences of people hungry for new thinking. Both fair-minded and trenchant, The Ideas Industry will reshape our understanding of contemporary public intellectual life in America and the West.