prison system, tracking down a chameleon con artist in Europe, or riding in a cyclone-tossed skiff with a scientist hunting the elusive giant squid, David Grann revels in telling stories that explore the nature of obsession and that piece together true and unforgettable mysteries.Each of the dozen stories in this collection reveals a hidden and often dangerous world and, like Into Thin Air and The Orchid Thief, pivots around the gravitational pull of obsession and the captivating personalities of those caught in its grip. There is the world's foremost expert on Sherlock Holmes who is found dead in mysterious circumstances; an arson sleuth trying to prove that a man about to be executed is innocent, and sandhogs racing to complete the brutally dangerous job of building New York City's water tunnels before the old system collapses. Throughout, Grann's hypnotic accounts display the power-and often the willful perversity-of the human spirit.Compulsively readable, The Devil and Sherlock Holmes is a brilliant mosaic of ambition, madness, passion, and folly.

    Or the blissful abandon of a golden retriever racing with glee across a lawn. This is the joy of play. By definition, play is purposeless and all-consuming. And, most important, it’s fun. As we become adults, taking time to play feels like a guilty pleasure—a distraction from “real” work and life. But as Dr. Stuart Brown illustrates, play is anything but trivial. It is a biological drive as integral to our health as sleep or nutrition. In fact, our ability to play throughout life is the single most important factor in determining our success and happiness. Dr. Brown has spent his career studying animal behavior and conducting more than six thousand “play histories” of humans from all walks of life—from serial murderers to Nobel Prize winners. Backed by the latest research, Play explains why play is essential to our social skills, adaptability, intelligence, creativity, ability to problem solve, and more. Play is hardwired into our brains—it is the mechanism by which we become resilient, smart, and adaptable people. Beyond play’s role in our personal fulfillment, its benefits have profound implications for child development and the way we parent, education and social policy, business innovation, productivity, and even the future of our society. From new research suggesting the direct role of three-dimensional-object play in shaping our brains to animal studies showing the startling effects of the lack of play, Brown provides a sweeping look at the latest breakthroughs in our understanding of the importance of this behavior. A fascinating blend of cutting-edge neuroscience, biology, psychology, social science, and inspiring human stories of the transformative power of play, this book proves why play just might be the most important work we can ever do.

    Cussed and discussed by all from notable politicians to academicians to laypersons. Do you want to know the truth about money? Creature from Jekyll Island will give you the answers to these, and other, questions: Where does money come from? Where does it go? Who makes it? The money magicians' secrets are unveiled. We get a close look at their mirrors and smoke machines, their pulleys, cogs, and wheels that create the grand illusion called money. A dry and boring subject? Just wait! You'll be hooked in five minutes. Creature from Jekyll Island Reads like a detective story which it really is. But it's all true. This book is about the most blatant scam of all history. It's all here: the cause of wars, boom-bust cycles, inflation, depression, prosperity. Creature from Jekyll Island is a "must read." Your world view will definitely change. You'll never trust a politician again or a banker.

    But they’re single-minded and very, very hungry. On land, they take the form of bosses, businesspeople, colleagues, family, and sociopathic neighbors. In the world of former governor of New Mexico and US ambassador to the United Nations Bill Richardson, they have taken the form of the most powerful people in the world. He’s engaged in high-stakes, face-to-face negotiations with Castro, Saddam, the Taliban, two generations of North Korean leadership, and many more of the world’s most infamous dictators—and done it so well he was known as the "Undersecretary of Thugs" while with the Clinton administration. Now the 5-time Nobel Peace Prize nominee tells these stories—from Washington, DC, to the Middle East to Pyongyang—in all their intense and sometimes absurd glory.How to Sweet-Talk a Shark is a rare, candid, and entertaining glimpse into an insider’s world of high-stakes negotiation – showing Richardson’s successes and failures in some of the world’s least friendly places. Meanwhile, readers get frank lessons in the art of negotiation: how to prepare, how to size up your opponent, how to understand the nature of power in a standoff, how to give up only what is necessary while getting what you want, and many other strategies Richardson has mastered through at-the-table experience – and from working with other master negotiators like Presidents Obama and Clinton, and Nelson Mandela. These are takeawayas that anyone can use to negotiate with the power brokers, dealmakers, and, yes, the hungry sharks in their own lives.

    I’ve started a million things, but I never finish them. Why can’t I finish?According to studies, 92 percent of New Year’s resolutions fail. You’ve practically got a better shot at getting into Juilliard to become a ballerina than you do at finishing your goals. For years, I thought my problem was that I didn’t try hard enough. So I started getting up earlier. I drank enough energy drinks to kill a horse. I hired a life coach and ate more superfoods. Nothing worked, although I did develop a pretty nice eyelid tremor from all the caffeine. It was like my eye was waving at you, very, very quickly. Then, while leading a thirty-day online course to help people work on their goals, I learned something surprising: The most effective exercises were not those that pushed people to work harder. The ones that got people to the finish line did just the opposite— they took the pressure off. Why? Because the sneakiest obstacle to meeting your goals is not laziness, but perfectionism. We’re our own worst critics, and if it looks like we’re not going to do something right, we prefer not to do it at all. That’s why we’re most likely to quit on day two, “the day after perfect”—when our results almost always underper­form our aspirations. The strategies in this book are counterintuitive and might feel like cheating. But they’re based on studies conducted by a university researcher with hundreds of participants. You might not guess that having more fun, eliminating your secret rules, and choosing something to bomb intentionally works. But the data says otherwise. People who have fun are 43 percent more successful! Imagine if your diet, guitar playing, or small business was 43 percent more suc­cessful just by following a few simple principles. If you’re tired of being a chronic starter and want to become a consistent finisher, you have two options: You can continue to beat yourself up and try harder, since this time that will work. Or you can give yourself the gift of done.

    Despite early success in the corporate world, his first attempt to pursue his entrepreneurial dream ended in rejection. Jia was crushed and spiraled into a period of deep self-doubt. But he realized that his fear of rejection was a bigger obstacle than any single rejection would ever be, and he needed to find a way to cope with being told no without letting it destroy him. Thus was born his "100 days of rejection" experiment, during which he willfully sought rejection on a daily basis - from requesting a lesson in sales from a car salesman (no) to asking a flight attendant if he could make an announcement on the loudspeaker (yes) to his famous request to get Krispy Kreme doughnuts in the shape of Olympic rings (yes, with a viral video to prove it).Jia learned that even the most preposterous wish may be granted if you ask in the right way, and here he shares the secret of successful asking, how to pick targets, and how to tell when an initial no can be converted into something positive. But more important, he learned techniques for steeling himself against rejection and ways to develop his own confidence - a plan that can't be derailed by a single setback.Filled with great stories and valuable insight, Rejection Proof is a fun and thoughtful examination of how to overcome fear and dare to live more boldly.

    The findings will surprise many readers and, quite frankly, upset others.The ChallengeBuilt to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The StudyFor years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?The StandardsUsing tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The ComparisonsThe research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? The FindingsThe findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

    . . or at least he wasn’t until these books came along. Made up of intensively edited speeches and interviews, they offer something not found anywhere else: pure Chomsky, with every dazzling idea and penetrating insight intact, delivered in clear, accessible, reader-friendly prose.Published as four short books in the famous Real Story series—What Uncle Sam Really Wants; The Prosperous Few and the Restless Many; Secrets, Lies and Democracy; and The Common Good—they’ve collectively sold almost 600,000 copies.And they continue to sell year after year after year because Chomsky’s ideas become, if anything, more relevant as time goes by. For example, twenty years ago he pointed out that “in 1970, about 90% of international capital was used for trade and long-term investment—more or less productive things—and 10% for speculation. By 1990, those figures had reversed.” As we know, speculation continued to increase exponentially. We’re paying the price now for not heeding him them.

    Huntington challenges most of the old assumptions and ideas on the role of the military in society. Stressing the value of the military outlook for American national policy, Huntington has performed the distinctive task of developing a general theory of civil-military relations and subjecting it to rigorous historical analysis.Part One presents the general theory of the military profession, the military mind, and civilian control. Huntington analyzes the rise of the military profession in western Europe in the eighteenth and nineteenth centuries, and compares the civil-military relations of Germany and Japan between 1870 and 1945.Part Two describes the two environmental constants of American civil-military relations, our liberal values and our conservative constitution, and then analyzes the evolution of American civil-military relations from 1789 down to 1940, focusing upon the emergence of the American military profession and the impact upon it of intellectual and political currents.Huntington describes the revolution in American civil-military relations which took place during World War II when the military emerged from their shell, assumed the leadership of the war, and adopted the attitudes of a liberal society. Part Three continues with an analysis of the problems of American civil-military relations in the era of World War II and the Korean War: the political roles of the Joint Chiefs of Staff, the difference in civil-military relations between the Truman and Eisenhower administrations, the role of Congress, and the organization and functioning of the Department of Defense. Huntington concludes that Americans should reassess their liberal values on the basis of a new understanding of the conservative realism of the professional military men.

    Jay Stout breaks new ground in World War II aviation history with this gripping account of one of the war's most highly decorated American fighter groups Vivid descriptions of aerial combat in P-47 Thunderbolts and P-51 Mustangs, along with veteran interviews and after-action reports The 352nd was part of the famed Eighth Air Force and fought in the European theater Nickname comes from the noses of the unit's planes, which were painted blue

    And yet, we are the safest and healthiest humans in history. Irrational fear seems to be taking over, often with tragic results. For example, in the months after 9/11, when people decided to drive instead of fly—believing they were avoiding risk—road deaths rose by more than 1,500. In this fascinating, lucid, and thoroughly entertaining examination of how humans process risk, journalist Dan Gardner had the exclusive cooperation of Paul Slovic, the world renowned risk-science pioneer, as he reveals how our hunter gatherer brains struggle to make sense of a world utterly unlike the one that made them. Filled with illuminating real world examples, interviews with experts, and fast-paced, lean storytelling, The Science of Fear shows why it is truer than ever that the worst thing we have to fear is fear itself.