Others are often summed up in a few words: the stubborn, taciturn Grant; the gentlemanly, gifted Lee; the stomping, cursing Sheridan; and the flamboyant, boyish Stuart. But the enigmatic Sherman still manages to elude us. Probably no other figure of his day divides historians so deeply-leading some to praise him as a genius, others to condemn him as a savage.Now, in Sherman, Lee Kennett offers a brilliant new interpretation of the general's life and career, one that embraces his erratic, contradictory nature. Here we see the making of a true soldier, beginning with a colorful view of Sherman's rich family tradition, his formative years at West Point, and the critical period leading up to the Civil War, during which Sherman served in the small frustrated peacetime army and saw service in the South and California, and in the Mexican War Trying to advance himself, Sherman resigned from the army and he soon began to distinguish hiniself as a general known for his tenacity, vision, and mercurial temper. Throughout the spirited Battles of Bull Run and Shiloh, the siege of Vicksburg, and ultimately the famous march to the sea through Georgia, no one displayed the same intensity as did Sherman.From the heights of success to the depths of his own depression, Sherman managed to forge on after the war with barely a moment of slowing down. Born to fight, he was also born to lead and to provoke, traits he showed by serving as commanding general of the army, cutting a wide swath through the western frontier, and finally writing his classic -- and highly controversial -- memoirs. Eventually Sherman would die famous, well-to-do, and revered -- but also deeply misunderstood.By drawing on previously unexploited materials and maintaining a sharp, lively narrative, Lee Kennett presents a rich, authoritative portrait of Sherman, the man and the soldier, who emerges from this work more human and more fascinating than ever before.

    By looking disaster squarely in the face, by understanding just how badly things could spiral out of control, they sought to create a communal sense of responsibility and courage—to spur citizens and their leaders to take the difficult actions necessary to avert such a fate. Today, after more than seventy years of great‑power peace and a quarter‑century of unrivaled global leadership, Americans have lost their sense of tragedy. They have forgotten that the descent into violence and war has been all too common throughout human history. This amnesia has become most pronounced just as Americans and the global order they created are coming under graver threat than at any time in decades. In a forceful argument that brims with historical sensibility and policy insights, two distinguished historians argue that a tragic sensibility is necessary if America and its allies are to address the dangers that menace the international order today. Tragedy may be commonplace, Brands and Edel argue, but it is not inevitable—so long as we regain an appreciation of the world’s tragic nature before it is too late.

    They demonstrate that voters even those who are well informed and politically engaged mostly choose parties and candidates on the basis of social identities and partisan loyalties, not political issues. They also show that voters adjust their policy views and even their perceptions of basic matters of fact to match those loyalties. When parties are roughly evenly matched, elections often turn on irrelevant or misleading considerations such as economic spurts or downturns beyond the incumbents' control; the outcomes are essentially random. Thus, voters do not control the course of public policy, even indirectly.Achen and Bartels argue that democratic theory needs to be founded on identity groups and political parties, not on the preferences of individual voters. "Democracy for Realists" provides a powerful challenge to conventional thinking, pointing the way toward a fundamentally different understanding of the realities and potential of democratic government."

      Under the leadership of her fearless skipper, Captain Gene Fluckey, the Barb sank the greatest tonnage of any American sub in World War II. At the same time, the Barb did far more than merely sink ships-she changed forever the way submarines stalk and kill their prey.   This is a gripping adventure chock-full of "you-are-there" moments. Fluckey has drawn on logs, reports, letters, interviews, and a recently discovered illegal diary kept by one of his torpedomen. And in a fascinating twist, he uses archival documents from the Japanese Navy to give its version of events.   The unique story of the Barb begins with its men, who had the confidence to become unbeatable. Each team helped develop innovative ideas, new tactics, and new strategies. All strove for personal excellence, and success became contagious. Instead of lying in wait under the waves, the USS Barb pursued enemy ships on the surface, attacking in the swift and precise style of torpedo boats. She was the first sub to use rocket missiles and to creep up on enemy convoys at night, joining the flank escort line from astern, darting in and out as she sank ships up the column. Surface-cruising, diving only to escape, "Luckey Fluckey" relentlessly patrolled the Pacific, driving his boat and crew to their limits. There can be no greater contrast to modern warfare's long-distance, videogame style of battle than the exploits of the captain and crew of the USS Barb, where they sub, out of ammunition, actually rammed an enemy ship until it sank.  Thunder Below! is a first-rate, true-life, inspirational story of the courage and heroism of ordinary men under fire.

    This is a hypnotizing narrative, a brilliant study of money's power to corrupt absolutely. It's a crime not to publish it." -- Robert Kirsch, Los Angeles Times Immense wealth. Corrupt political power. Scientific genius. Sexual kinkiness. Howard Hughes, the legendary Texas billionaire, exemplified all these qualities. Oil tycoon, record-breaking aviator, Oscar-winning moviemaker, and the shy lover of dozens of Hollywood movie stars, he bought the favors of U.S. presidents and even tried to buy Las Vegas. In his twilight years he became a recluse, hiding in shadowed hotel suites. Many believed that he had died and his business associates had stolen his billions. Enter author and adventurer Clifford Irving. "Howard Hughes is alive and he's alive, and wants me to help him write the story of his life. He's going to tell a more shocking story than anyone could have foreseen." The book was called "a stunning hoax," but many believe that Richard Nixon's fear of the truths in the manuscript caused him to order the burglary of Democratic Party headquarters at the Watergate. For what he had done, Clifford Irving was sentenced to 2 ½ years in federal prison. Except for a small private 1998 edition, this is the Hughes Autobiography's first publication in the United States. "Until now, the most famous unpublished book of the 20th century." -- International Herald Tribune.

    Now is the time to rededicate our country to the pursuit of free market capitalism, before we’re buried under a mound of debt and unfunded entitlements. But how do we navigate between government spending that's too big to sustain and financial institutions that are "too big to fail?" In Knowledge and Power, George Gilder proposes a bold new theory on how capitalism produces wealth and how our economy can regain its vitality and its growth.Gilder breaks away from the supply-side model of economics to present a new economic paradigm: the epic conflict between the knowledge of entrepreneurs on one side, and the blunt power of government on the other. The knowledge of entrepreneurs, and their freedom to share and use that knowledge, are the sparks that light up the economy and set its gears in motion. The power of government to regulate, stifle, manipulate, subsidize or suppress knowledge and ideas is the inertia that slows those gears down, or keeps them from turning at all.One of the twentieth century’s defining economic minds has returned with a new philosophy to carry us into the twenty-first. Knowledge and Power is a must-read for fiscal conservatives, business owners, CEOs, investors, and anyone interested in propelling America’s economy to future success.

    Hyman G. Rickover made nuclear power a reality. Building on the scientific breakthroughs of the atomic bomb project, he created the nuclear Navy almost overnight, when nearly everyone else thought it was a pipe dream, and built the world's first commercial atomic power station. He did most of this in a single decade.Rickover's incredible ability to get things done won his program wide public acclaim and personal honors that included presidential citations, honorary doctoral degrees, and congressional gold medals. Despite all this, Rickover was the subject of bitter controversy and was twice passed over for promotions. In 1953 he was saved from involuntary retirement only through congressional intervention. Nearly forty years later, when he was fired as a four-star admiral, all three living American ex-presidents attended his post-retirement party.Now, for the first time, one of Rickover's close associates tells what it was like to be with this remarkable man day and night as he accomplished his miracles, and why he was bitterly opposed by so many powerful people. Theodore Rockwell, the admiral's long time technical director, takes the reader behind the zirconium curtain that protected the program to give an inside account of those turbulent times. Using on-the-spot anecdotes and little-known documents, he explores Rickover's methods and relationships with others to help us understand his strengths and weaknesses.The author describes Rickover's successes beginning right after World War II in Oak Ridge, Tennessee. His account includes the first submarine voyage from Pearl Harbor to England to the North Pole, the continuously submerged round-the-world journey of the USS Triton, and the buildup of the U.S. nuclear fleet and the civilian nuclear power industry.This candid, insightful portrait could only have been written by a key player. The Rickover Effect makes and important contribution to the understanding to one of this century's most elusive personalities.

    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.

    or Teddy. He was also a widely respected historian, naturalist and explorer of the Amazon Basin; his 35 books include works on outdoor life, natural history, U.S. Western and political history, an autobiography and a host of other topics.

    But in fact the greatest consequence of that distant conflict was the birth of the U.S. Navy. During the War of 1812, America’s tiny fleet took on the mightiest naval power on earth, besting the British in a string of victories that stunned both nations.In his new book, Ships of Oak and Guns of Iron: The War of 1812 and the Birth of the American Navy, author Dr. Ronald Utt not only sheds new light on the naval battles of the War of 1812 and how they gave birth to our nation’s great navy, but tells the story of the War of 1812 through the portraits of famous American war heroes. From the cunning Stephen Decatur to the fierce David Porter, Ships of Oak and Guns of Iron relates how thousands of American men and boys gave better than they got against the British Navy. The great age of fighting sail is as rich in heroic drama as any epoch.Dr. Utt’s Ships of Oak and Guns of Iron retrieves the American chapter of that epoch from unjustified obscurity, and offers readers an intriguing chronicle of the War of 1812 as well as a unique perspective on the birth of the U.S. Navy.

    Boyd for the world of business.The success of Robert Coram's monumental biography, Boyd, the Fighter Pilot Who Changed the Art of War, rekindled interest in this obscure pilot and documented his influence on military matters ranging from his early work on fighter tactics to the USMC's maneuver warfare doctrine to the planning for Operation Desert Storm. Unfortunately Boyd's written legacy, consisting of a single paper and a four-set cycle of briefings, addresses strategy only in war. Boyd and BusinessBoyd did study business. He read everything he could find on the Toyota Production System and came to consider it as an implementation of ideas similar to his own. He took business into account when he formulated the final version of his OODA loop and in his last major briefing, Conceptual Spiral, on science and technology. He read and commented on early versions of this manuscript, but he never wrote on how business could operate more profitably by using his ideas.Other writers and business strategists have taken up the challenge, introducing Boyd's concepts and suggesting applications to business. Keith Hammonds, in the magazine Fast Company, George Stalk and Tom Hout in Competing Against Time, and Tom Peters most recently in Re-imagine! have described the OODA loop and its effects on competitors.They made significant contributions. Successful businesses, though, don t concentrate on affecting competitors but on enticing customers. You could apply Boyd all you wanted to competitors, but unless this somehow caused customers to buy your products and services, you ve wasted time and money. If this were all there were to Boyd, he would rate at most a sidebar in business strategy.Business is not WarPart of the problem has been Boyd's focus on war, where affecting competitors is the whole idea. Armed conflict was Boyd's life for nearly 50 years, first as a fighter pilot, then as a tactician and an instructor of fighter pilots, and after his retirement, as a military philosopher. Coram describes (and I know from personal experience) how his quest consumed Boyd virtually every waking hour.It was not a monastic existence, though, since John was above everything else a competitor and loved to argue over beer and cigars far into the night. During most of the 1970s and 80s he worked at the Pentagon, where he could share ideas and debate with other strategists and practitioners of the art of war. The result was the remarkable synthesis we know as Patterns of Conflict. Discussions about generals and campaigns, however, did not give Boyd much insight into competition in other areas, like businessNow you might expect, at first glance, that business is so much like war that lifting concepts from one and applying them to the other would be straightforward. But think about that for a minute. Even in its simplest description, business doesn't really look much like war. For one thing, there are always three sides to business competition: you, customers, and competitors. Often it is vastly more complex, with a multitude of competitors who are customers of each other as well. In business, unlike war, it may even be desirable to be conquered by a competitor in a lucrative merger or acquisition. Finally, and most important, it is rarely possible to defeat the other player in the triangle, that is, to compel an unwilling customer to buy. Attempts to pressure customers into paying too much or into buying more than they need often open a window for competitors (as the US airline industry is belatedly discovering.) Generally all we can do is attract offer products and services to potential customers, whose decisions determine who wins and who loses.What this means is that the strategies and tactics of war, Boyd's included, are destructive in nature and so never apply to business. Expressions like Attack enemy weaknesses have no meaning, except as metaphors and analogies. Across different domains, such literary devices are as likely to be misleading as helpful.Boyd's Strategy Still AppliesBusiness is not war, but it is a form of conflict, a situation where one group can win only if another group loses. If you dig beneath Boyd's war-centered tactics you find a general strategy for ensuring that in most any type of conflict your group will be the one that wins.Although Boyd made a number of new and fundamental contributions, his is an ancient school, extending back in written form 2,500 years. It is built around two primary themes:A focus on time (not speed) and specifically, using dislocations in time to shape the competitive situation. These effects, by the way, are quite different in business than they are in war.A culture with attributes that enable even impel organizations to exploit time for competitive advantage. Within Boyd's culture, members will seek out or invent specific practices that will work for it.Why You Should Read this BookThis book will give you a firm foundation in Boyd's strategy, starting with its military roots, but it is not a how-to manual. There could never be such a manual for strategy since all sides could use it and so would derive no strategic benefit. Anything you can write a how-to manual for is tactics or even technique. Strategy begins where these leave off.You should read this book if you ve found other books on business strategy lacking something. You should read it if you appreciate that Sun Tzu seems to be revealing fundamental truths, but it's not clear what they have to do with business. You should read it if you intend to run your own show without the decision making by committee, shunning of responsibility, and breakdown of ethics and trust that you see around you every day.

    They gather information - often contradictory or incomplete - and, with it, they build the most accurate possible image of the world. With the stakes at their absolute highest, they must then decide what to do. In everyday life, you are faced with contradictory, incomplete information, too. Reading the news on social media, figuring out the next step in your career, or trying to discover if gossip about a friend is legitimate, you are building an image of the world and making decisions about it.Looking through the eyes of one of Britain's most senior ex-intelligence officers, Professor Sir David Omand, How Spies Think shows how the big decisions in your life will be easier to make when you apply the same frameworks used by British intelligence. Full of revealing examples from his storied career, including key briefings with Prime Ministers from Thatcher to Blair, and conflicts from the Falklands to Afghanistan.

    This idea--using computers to spy on people and groups perceived as a threat, both at home and abroad--drove ARPA to develop the internet in the 1960s, and continues to be at the heart of the modern internet we all know and use today. As Levine shows, surveillance wasn't something that suddenly appeared on the internet; it was woven into the fabric of the technology.But this isn't just a story about the NSA or other domestic programs run by the government. As the book spins forward in time, Levine examines the private surveillance business that powers tech-industry giants like Google, Facebook, and Amazon, revealing how these companies spy on their users for profit, all while doing double duty as military and intelligence contractors. Levine shows that the military and Silicon Valley are effectively inseparable: a military-digital complex that permeates everything connected to the internet, even coopting and weaponizing the antigovernment privacy movement that sprang up in the wake of Edward Snowden.With deep research, skilled storytelling, and provocative arguments, Surveillance Valley will change the way you think about the news--and the device on which you read it.

    American military doctrine is typically led by technology; a new class of weapon or vehicle is developed, which allows or encourages an adjustment in strategy. Military strategists Qiao Liang and Wang Xiangsui argue that this dynamic is a crucial weakness in the American military, and that this blind spot with regard to alternative forms warfare could be effectively exploited by enemies. "Unrestricted Warfare" concerns the many ways in which this might occur, and, in turn, suggests what the United States might do to defend itself.The traditional mentality that offensive action is limited to military action is no longer adequate given the range of contemporary threats and the rising costs-both in dollars and lives lost-of traditional warfare. Instead, Liang and Xiangsui suggest the significance of alternatives to direct military confrontation, including international policy, economic warfare, attacks on digital infrastructure and networks, and terrorism. Even a relatively insignificant state can incapacitate a far more powerful enemy by applying pressure to their economic and political systems. Exploring each of these considerations with remarkable insight and clarity, "Unrestricted Warfare" is an engaging evaluation of our geopolitical future.

    Marketers want to change their customers’ minds and leaders want to change organizations. Start-ups want to change industries and nonprofits want to change the world. But change is hard. Often, we persuade and pressure and push, but nothing moves. Could there be a better way?This book takes a different approach. Successful change agents know it’s not about pushing harder, or providing more information, it’s about being a catalyst. Catalysts remove roadblocks and reduce the barriers to change. Instead of asking, “How could I change someone’s mind?” they ask a different question: “Why haven’t they changed already? What’s stopping them?”The Catalyst identifies the key barriers to change and how to mitigate them. You’ll learn how catalysts change minds in the toughest of situations: how hostage negotiators get people to come out with their hands up and how marketers get new products to catch on, how leaders transform organizational culture and how activists ignite social movements, how substance abuse counselors get addicts to realize they have a problem, and how political canvassers change deeply rooted political beliefs.This book is designed for anyone who wants to catalyze change. It provides a powerful way of thinking and a range of techniques that can lead to extraordinary results. Whether you’re trying to change one person, transform an organization, or shift the way an entire industry does business, this book will teach you how to become a catalyst.