Whether ideological, nationalistic, or religious, all guerrilla insurgencies use similar tactics to advance their cause. War of the Flea's timeless analysis of the guerrilla fighter’s means and methods provides a fundamental resource for any reader seeking to understand this distinct form of warfare and the challenge it continues to present to today’s armed forces in the Philippines, Colombia, and elsewhere.

    Wylie invented the intellectual framework and terminology with which to understand strategy as a means of control. He synthesized the four existing specific theories of strategy into one general theory that is as valid today as when it was first created. Wylie has written a penetrating new postscript especially for this Classics of Sea Power edition that takes an up-to-the-minute look at such topics as terrorism, Nicaraguan politics, and the Strategic Defense Initiative. To supplement the text, John Hattendorg's introduction presents a detailed intellectual biography of Wylie. In addition, several of Wylie's most significant shorter writings are included as appendixes. J.C. Wylie retired from the U.S. Navy as a rear admiral in 1972, after a forty-four-year naval career that included service as chief of staff as the Naval War College. John B. Hattendorf is Ernest J. King Professor of Maritime History at the Naval War College in Newport, Rhode Island, and co-editor of Sea Power series.

    Under Andrew Grove's leadership, Intel has become the world's largest computer chipmaker, the 5th most admired company in America, and the 7th most profitable company among the Fortune 500. Few CEOs can claim this level of success. Grove attributes much of it to the philosophy and strategy he has learned the hard way as he steered Intel through a series of potential major disasters. There are moments in any business when massive change occurs, when all the rules of business shift fast, furiously and forever. Grove calls such moments strategic inflection points (SIPs), and he has lived through several. They can be set off by almost anything - by mega competition, an arcane change in regulations, or by a seemingly modest change in technology. They are not always easy to spot - but you can't hide from them. Intel's first SIP was when the Japanese started producing better-quality, lower-cost memory chips. It took Grove three years and huge losses to recognize that he had to rethink and reposition the company to become, once again, leader in its field.Grove extrapolates the lessons he has learned from this and other SIPs - for instance the drama of the Pentium flaw, and the SIP brought on by the Internet - to reveal a unique insight into the management of change. He recounts strategies from other companies and examines his own record of success and failure. Only the Paranoid Survive is a classic lesson in leadership skills that every manager in every industry will benefit from. Every manager must assume that something will change - very soon.

    You discover that there are no pressing issues and that, on the contrary, your team scored a big new customer and fixed a nagging problem during your absence. No red flags or fires to put out.Sadly, for most leaders this scenario is only a dream. They constantly check on what's happen-ing because they expect the worst (and usually get it). But Keith Murnighan shows that not only is "do nothing" leadership possible, it is also far more effective than doing too much.Great leaders don't work; they facilitate and orchestrate. They think of great strategies and help others implement them. They spend their time preparing for the future. They take a comprehensive view of their terrain while also noticing key details so they can confidently choose the right forks in the road.In other words, great leaders don't do any-thing--except think, make key decisions, help people do their jobs better, and add a touch of organizational control to make sure the final recipes come out okay. In sharp contrast, most leaders are too busy actually working to do these things--and their teams suffer as a result.Do Nothing!'s practical strategies and true stories will show you how to set high expec-tations for your team and watch it rise to the challenge. It will help you establish a healthier culture by trusting people more than they expect to be trusted. And it will help you overcome your natural tendencies toward micromanagement so you can let people do their jobs--even when you know you could do their jobs better.As Murnighan writes, "My experience suggests that you will be surprised--wildly surprised. Peo-ple on your team will reveal skills you never knew they had and will accomplish things that go far beyond your estimate of their capabilities. They might not do things the way you would do them, but they will get results you never expected. Every-one has hidden talents, and most leaders never discover them. Before you reject this approach, ask yourself: what if you did nothing and it actu-ally worked?"

    Author Bruce K. Siddle methodically brings together one hundred years of research which identifies the relationship between survival stress, the heart rate and combat performance. Most importantly, Siddle explores the psychological and spiritual components which establish the warrior mindset. This pioneering test is a must read for present-day warriors, or anyone involved in use of force, combat or martial arts training.

    Set in the immediate aftermath of 9/11, The Only Thing Worth Dying For chronicles the untold story of the team of Green Berets led by Captain Jason Amerine that conquered the Taliban and helped bring Hamid Karzai to power in Afghanistan. In the tradition of Black Hawk Down, The Only Thing Worth Dying For is, in the words of former Congressman Charlie Wilson (from Charlie Wilson's War), "the one book you must read if you have any hope of understanding what our fine American soldiers are up against in Afghanistan."

    If you’ve ever sought a job or hired someone, applied to college or guided your child into a good kindergarten, asked someone out on a date or been asked out, you’ve participated in a kind of market. Most of the study of economics deals with commodity markets, where the price of a good connects sellers and buyers. But what about other kinds of “goods,” like a spot in the Yale freshman class or a position at Google? This is the territory of matching markets, where “sellers” and “buyers” must choose each other, and price isn’t the only factor determining who gets what.Alvin E. Roth is one of the world’s leading experts on matching markets. He has even designed several of them, including the exchange that places medical students in residencies and the system that increases the number of kidney transplants by better matching donors to patients. In Who Gets What — And Why, Roth reveals the matching markets hidden around us and shows how to recognize a good match and make smarter, more confident decisions.

    They employ what psychologists call "lateral thinking: to rethink convention and break "rules" that aren't rules.These are not shortcuts, which produce often dubious short-term gains, but ethical "smartcuts" that eliminate unnecessary effort and yield sustainable momentum. In Smartcuts, Snow shatters common wisdom about success, revealing how conventions like "paying dues" prevent progress, why kids shouldn't learn times tables, and how, paradoxically, it's easier to build a huge business than a small one.From SpaceX to The Cuban Revolution, from Ferrari to Skrillex, Smartcuts is a narrative adventure that busts old myths about success and shows how innovators and icons do the incredible by working smarter—and how perhaps the rest of us can, too.

    Marine Corps selects one book that he believes is both relevant and timeless for reading by all Marines. The Commandant's choice for 1993 was We Were Soldiers Once . . . and Young. In November 1965, some 450 men of the 1st Battalion, 7th Cavalry, under the command of Lt. Col. Hal Moore, were dropped by helicopter into a small clearing in the Ia Drang Valley. They were immediately surrounded by 2,000 North Vietnamese soldiers. Three days later, only two and a half miles away, a sister battalion was chopped to pieces. Together, these actions at the landing zones X-Ray and Albany constituted one of the most savage and significant battles of the Vietnam War. How these men persevered--sacrificed themselves for their comrades and never gave up--makes a vivid portrait of war at its most inspiring and devastating. General Moore and Joseph Galloway, the only journalist on the ground throughout the fighting, have interviewed hundreds of men who fought there, including the North Vietnamese commanders. This devastating account rises above the specific ordeal it chronicles to present a picture of men facing the ultimate challenge, dealing with it in ways they would have found unimaginable only a few hours earlier. It reveals to us, as rarely before, man's most heroic and horrendous endeavor.

    In "Partners in Command," acclaimed historian and journalist Mark Perry gets to the heart of arguably the most fateful partnership in American military history, a union of two very different men bound by an epic common purpose. He follows Marshall and Eisenhower's collaboration from the major battles in North Africa and Italy to the planning and execution of the D-Day invasion, the crisis of the Battle of the Bulge, and the postwar implementation of the Marshall Plan, and the establishment of Eisenhower's leadership of NATO. erry shows that Marshall and Eisenhower were remarkably close colleagues who brilliantly combined strengths and offset each other's weaknesses in their strategic planning, on the battlefields, and in their mutual struggle to overcome the bungling, political sniping, and careerism of both British and American commanders that infected nearly every battle and campaign. Finally, Marshall and Eisenhower collaborated in crafting the foreign policy and military infrastructure that became the foundation for winning the Cold War. From their first meeting after Pearl Harbor in 1941, Marshall and Eisenhower recognized in each other an invaluable military partner-by February 1942, Marshall, who was Army chief of staff, had promoted Eisenhower to head the War Plans Division, where his first job was to write the initial plan to win the war against Japan. Within a few months, Marshall selected Eisenhower as commander of all U.S. forces in the European theater. By early 1944, however, a subtle but major shift had occurred: Marshall the teacher had become Eisenhower's student, Eisenhower having developed the superior grasp of command challenges. "Partners in Command" is an extraordinary portrait of an often ignored alliance between two iconic military figures and the ways in which their unusual collaboration would ultimately shape fifty years of successful American foreign policy.

    It examines the social psychology of military organizations, provides case studies of individual commanders and identifies an alarming pattern in the causes of military disaster.Absorbing and original, this is the definitive history of military failures.

    A guide based on the tenets of the award-winning financial platform, "You Need a Budget," argues that a well-planned budget does not involve deprivation and counsels readers on how to prioritize financial goals, reduce stress through strategic cash flow allocations and meet the challenges of unplanned expenses.

    So succinct are the author's insights that these writings have outlasted the dissolution of the samurai class to come down to the present and be read for guidance and inspiration by the captains of business and industry, as well as those devoted to the practice of the martial arts in their modern form.

    Rebels have a bad reputation. We think of them as troublemakers, outcasts,contrarians: those colleagues, friends, and family members who complicate seemingly straightforward decisions, create chaos, and disagree when everyone else is in agreement. But in truth, rebels are also those among us who change the world for the better with their unconventional outlooks. Instead of clinging to what is safe and familiar, rebels defy the status quo. They are masters of innovation and reinvention, and they have a lot to teach us. Gino has spent more than a decade studying rebels at organizations around the world,from high-end boutiques in Italy's fashion capital, to the world's best restaurant, to a thriving fast-food chain, to an award-winning computer animation studio. In her work, she has identified leaders and employees who personify "rebel talent," and whose examples we can all learn to embrace. Gino argues that the future belongs to the rebel—and that there's a rebel in each of us. We live in turbulent times. In this cutthroat environment, cultivating rebel talent is what allows businesses to evolve and to prosper. And rebellion has an added benefit beyond the workplace: it leads to a more vital, engaged,and fulfilling life. Whether you want to inspire others to action, grow a business, or build more meaningful relationships, Rebel Talent will show you how to succeed—by breaking all the rules.

    We will do what damage we can.”With these words, Lieutenant Commander Robert W. Copeland addressed the crew of the destroyer escort USS Samuel B. Roberts on the morning of October 25, 1944, off the Philippine Island of Samar. On the horizon loomed the mightiest ships of the Japanese navy, a massive fleet that represented the last hope of a staggering empire. All that stood between it and Douglas MacArthur’s vulnerable invasion force were the Roberts and the other small ships of a tiny American flotilla poised to charge into history.In the tradition of the #1 New York Times bestseller Flags of Our Fathers, James D. Hornfischer paints an unprecedented portrait of the Battle of Samar, a naval engagement unlike any other in U.S. history—and captures with unforgettable intensity the men, the strategies, and the sacrifices that turned certain defeat into a legendary victory.From the Hardcover edition.