It identifies its author by the names 'Kauṭilya' and 'Vishnugupta', both names that are traditionally identified with Chanakya (c. 350–283 BC), who was a scholar at Takshashila and the teacher and guardian of Emperor Chandragupta Maurya, founder of the Mauryan Empire. The text was influential until the 12th century, when it disappeared. It was rediscovered in 1904 by R. Shamasastry, who published it in 1909. The first English translation was published in 1915.Roger Boesche describes the Arthaśāstra as "a book of political realism, a book analysing how the political world does work and not very often stating how it ought to work, a book that frequently discloses to a king what calculating and sometimes brutal measures he must carry out to preserve the state and the common good."Centrally, Arthaśāstra argues how in an autocracy an efficient and solid economy can be managed. It discusses the ethics of economics and the duties and obligations of a king. The scope of Arthaśāstra is, however, far wider than statecraft, and it offers an outline of the entire legal and bureaucratic framework for administering a kingdom, with a wealth of descriptive cultural detail on topics such as mineralogy, mining and metals, agriculture, animal husbandry, medicine and the use of wildlife. The Arthaśāstra also focuses on issues of welfare (for instance, redistribution of wealth during a famine) and the collective ethics that hold a society together.

     In this groundgreaking reinterpretation of America's most disatrous and controversial war, Michael Lind demolishes enduring myths and put the Vietnam War in its proper context -- as part of the global conflict between the Soviet Union and the United States. Lind reveals the deep cultural divisions within the United States that made the Cold War consensus so fragile and explains how and why American public support for the war in Indochina declined. Even more stunning is his provacative argument that the United States failed in Vietnam because the military establishment did not adapt to the demands of what before 1968 had been largely a guerrilla war. In an era when the United States often finds itself embroiled in prolonged and difficult conflicts in places like Afghanistan, Kosovo, Bosnia, and Iraq, Lind offers a sobering cautionary tale to Ameicans of all political viewpoints.

    Charged with overseeing sensitive internal inquiries, shooting reviews, and performance audits, he ensured each employee met the Bureau's exacting standards of performance, integrity, and conduct. Now, drawing on his distinguished career, Figliuzzi reveals how the Bureau achieves its extraordinary standard of excellence—from the training of new recruits in "The FBI Way" to the Bureau's rigorous maintenance of its standards up and down the organization. Unafraid to identify FBI execs who erred, he cites them as the exceptions that prove the rule. All good codes of conduct have one common trait: they reflect the core values of an organization. Individuals, companies, schools, teams, or any group seeking to codify their rules to live by must first establish core values. Figliuzzi has condensed the Bureau’s process of preserving and protecting its core values into what he calls “The Seven C’s”. If you can adapt the concepts of Code, Conservancy, Clarity, Consequences, Compassion, Credibility, and Consistency, you can instill and preserve your values against all threats, internal and external. This is how the FBI does it.Figliuzzi’s role in the FBI gave him a unique opportunity to study patterns of conduct among high-achieving, ethical individuals and draw conclusions about why, when and how good people sometimes do bad things. Part pulse-pounding memoir, part practical playbook for excellence, The FBI Way shows readers how to apply the lessons he’s learned to their own lives: in business, management, and personal development.