Between Seventh and Eighth Avenues, 42nd Street was once known for its peep shows, street corner hustlers and movie houses. Over the last two decades the notion of safety-from safe sex and safe neighborhoods, to safe cities and safe relationships-has overcome 42nd Street, giving rise to a Disney store, a children's theater, and large, neon-lit cafes. 42nd Street has, in effect, become a family tourist attraction for visitors from Berlin, Tokyo, Westchester, and New Jersey's suburbs.Samuel R. Delany sees a disappearance not only of the old Times Square, but of the complex social relationships that developed there: the points of contact between people of different classes and races in a public space. In Times Square Red, Times Square Blue, Delany tackles the question of why public restrooms, peepshows, and tree-filled parks are necessary to a city's physical and psychological landscape. He argues that starting in 1985, New York City criminalized peep shows and sex movie houses to clear the way for the rebuilding of Times Square. Delany's critique reveals how Times Square is being renovated behind the scrim of public safety while the stage is occupied by gentrification. Times Square Red, Times Square Blue paints a portrait of a society dismantling the institutions that promote communication between classes, and disguising its fears of cross-class contact as family values. Unless we overcome our fears and claim our community of contact, it is a picture that will be replayed in cities across America.

    Fans of Predictably Irrational and Malcolm Gladwell’s The Tipping Point will find many interesting and helpful insights in Bounce.

    It starts with an analysis of the real costs incurred by individuals and families in existing transportation systems and goes on to examine the current civic expenses of these systems. With critiques of modern society’s deep-rooted attachment to car culture, this book tells the stories of people, businesses, organizations, and cities who are investing in two-wheeled transportation. Offering a fresh and compelling perspective on how people get from place to place, this book reveals the multifaceted North American bicycle movement with its contradictions, challenges, successes, and visions for the future.Please note: This paperback book is a different title with different content from the previously published zine, "Bikenomics: How Bicycling Will Save the Economy (If We Let It)." The zine is about 40 pages long, pocket-sized, and the binding is stapled.

    The third edition of Readings in Planning Theory features thirteen new readings that define current debates and presents the works that constitute the main focus of the field, addressing the central issues that face planners as theorists and practitioners.Expands the focus on international planning by including globalization and theories of development Includes new readings that examine themes emerging in planning theory, including a critique of the modernist roots of centralized planning, a re-emphasis on space in planning, and a discussion of the difficulty of sustainable development Features new case studies of planning success and failure on both sides of the Atlantic Addresses the range of core planning theory so as to remain the primary text in urban planning courses Examines the current state of planning theory and the new directions it has taken in recent years Draws on a wide range of authors who address planning history, arguments for and against planning, competing planning styles, planning ethics, the public interest, and considerations of race and gender

    The winners and losers are easily identified.In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind.The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance.The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future.Any worthwhile undertaking starts with Why - the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace.I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.

    Before air travel overtook trains, nearly every coast-to-coast journey included a stop there, and this flow of people and commodities made it America's central clearinghouse, laboratory, and factory. Between the end of World War II and 1960, Mies van der Rohe's glass and steel architecture became the face of corporate America, Ray Kroc's McDonald's changed how we eat, Hugh Hefner unveiled Playboy, and the Chess brothers supercharged rock and roll with Chuck Berry. At the University of Chicago, the atom was split and Western civilization was packaged into the Great Books.Yet even as Chicago led the way in creating mass-market culture, its artists pushed back in their own distinct voices. In literature, it was the outlaw novels of Nelson Algren (then carrying on a passionate affair with Simone de Beauvoir), the poems of Gwendolyn Brooks, and Studs Terkel's oral histories. In music, it was the gospel of Mahalia Jackson, the urban blues of Muddy Waters and Howlin' Wolf, and the trippy avant-garde jazz of Sun Ra. In performance, it was the intimacy of Kukla, Fran and Ollie, the Chicago School of Television, and the improvisational Second City whose famous alumni are now everywhere in American entertainment.Despite this diversity, racial divisions informed virtually every aspect of life in Chicago. The chaos—both constructive and destructive—of this period was set into motion by the second migration north of African Americans during World War Two. As whites either fled to the suburbs or violently opposed integration, urban planners tried to design away “blight” with projects that marred a generation of American cities. The election of Mayor Richard J. Daley in 1955 launched a frenzy of new building that came at a terrible cost—monolithic housing projects for the black community and a new kind of self-satisfied provincialism that sped the end of Chicago's role as America's meeting place.In luminous prose, Chicago native Thomas Dyja re-creates the story of the city in its postwar prime and explains its profound impact on modern America.

    Dr. Sutton reveals new insights that he's learned since the writing of Good Boss, Bad Boss. Sutton adds revelatory thoughts about such legendary bosses as Ed Catmull, Steve Jobs, A.G. Lafley, and many more, and how you can implement their techniques. If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) an all-around great boss, somebody with the skill and grit to inspire superior work, commitment, and dignity among their charges. As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers (and superiors, peers, and customers too) react to what they say and do. The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.

    Every other skill will fall short in helping you remember your real nature. This book reveals the closely guarded secret of wise men and women.Few greater gifts can be given to someone than to learn how to truly develop a method to grasp their own consciousness and unlock a remarkable scope of understanding of both themselves and the universe. Life-changing books are few in number, but here is one that conveys a remarkable breakthrough. No one will be the same after absorbing the contents of this mind-enlarging volume.

    Levitin shifts his keen insights from your brain on music to your brain in a sea of details.The information age is drowning us with an unprecedented deluge of data. At the same time, we’re expected to make more—and faster—decisions about our lives than ever before. No wonder, then, that the average American reports frequently losing car keys or reading glasses, missing appointments, and feeling worn out by the effort required just to keep up.But somehow some people become quite accomplished at managing information flow. In The Organized Mind, Daniel J. Levitin, PhD, uses the latest brain science to demonstrate how those people excel—and how readers can use their methods to regain a sense of mastery over the way they organize their homes, workplaces, and time.With lively, entertaining chapters on everything from the kitchen junk drawer to health care to executive office workflow, Levitin reveals how new research into the cognitive neuroscience of attention and memory can be applied to the challenges of our daily lives. This Is Your Brain on Music showed how to better play and appreciate music through an understanding of how the brain works. The Organized Mind shows how to navigate the churning flood of information in the twenty-first century with the same neuroscientific perspective.

    Ben Horowitz has long been fascinated by history, and particularly by how people behave differently than you’d expect. The time and circumstances in which they were raised often shapes them—yet a few leaders have managed to shape their times. In What You Do Is Who You Are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want?To Horowitz, culture is how a company makes decisions. It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake.What You Do Is Who You Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building—the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who built the world’s largest empire; and Shaka Senghor, a man convicted of murder who ran the most formidable prison gang in the yard and ultimately transformed prison culture.Horowitz connects these leadership examples to modern case-studies, including how Louverture’s cultural techniques were applied (or should have been) by Reed Hastings at Netflix, Travis Kalanick at Uber, and Hillary Clinton, and how Genghis Khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, the first African-American CEO of McDonalds, and of Maggie Wilderotter, the CEO who led Frontier Communications. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture.What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organization: who are we? How do people talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted?Who you are is not the values you list on the wall. It’s not what you say in company-wide meeting. It’s not your marketing campaign. It’s not even what you believe. Who you are is what you do. This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.

    For most, the home was not a display object but a place to keep the few things they had managed to hold on to from the surpluses produced by their labor. Their material life was made of the things they didn't have to eat, wear, or burn right this minute. A concertina maybe? A family Bible? A hunting rifle?" This life in "the old neighborhood," so lyrically captured by Ray Suarez, was once lived by a huge number of Americans. One in seven of us can directly connect our lineage through just one city, Brooklyn. In 1950, except for Los Angeles, the top ten American cities were all in the Northeast or Midwest, and all had populations over 800,000. Since then, especially since the mid-60s, a way of life has simply vanished. Ray Suarez, veteran interviewer and host of NPR's "Talk of the Nation®," is a child of Brooklyn who has long been fascinated with the stories behind the largest of our once-great cities. He has talked to longtime residents, recent arrivals, and recent departures; community organizers, priests, cops, and politicians; and scholars who have studied neighborhoods, demographic trends, and social networks. The result is a rich tapestry of voices and history. The Old Neighborhood captures a crucial chapter in the experience of postwar America. It is a book not just for first- and second-generation Americans, but for anyone who remembers the prewar cities or wonders how we could have gotten to where we are. It is a book about "old neighborhoods" that were once cherished, and are now lost.

    Now, they build on their message with a bold, iconoclastic strategy for creating the ideal company culture—what they call "the calm company." Their approach directly attack the chaos, anxiety, and stress that plagues millions of workplaces and hampers billions of workers every day.Long hours, an excessive workload, and a lack of sleep have become a badge of honor for modern professionals. But it should be a mark of stupidity, the authors argue. Sadly, this isn’t just a problem for large organizations—individuals, contractors, and solopreneurs are burning themselves out the same way. The answer to better productivity isn’t more hours—it’s less waste and fewer things that induce distraction and persistent stress.It’s time to stop celebrating Crazy, and start celebrating Calm, Fried and Hansson assert.Fried and Hansson have the proof to back up their argument. "Calm" has been the cornerstone of their company’s culture since Basecamp began twenty years ago. Destined to become the management guide for the next generation, It Doesn't Have to Be Crazy at Work is a practical and inspiring distillation of their insights and experiences. It isn’t a book telling you what to do. It’s a book showing you what they’ve done—and how any manager or executive no matter the industry or size of the company, can do it too.

    But power is not merely shifting and dispersing. It is also decaying. Those in power today are more constrained in what they can do with it and more at risk of losing it than ever before. In The End of Power, award-winning columnist and former Foreign Policy editor Moisés Naím illuminates the struggle between once-dominant megaplayers and the new micropowers challenging them in every field of human endeavor. Drawing on provocative, original research, Naím shows how the antiestablishment drive of micropowers can topple tyrants, dislodge monopolies, and open remarkable new opportunities, but it can also lead to chaos and paralysis. Naím deftly covers the seismic changes underway in business, religion, education, within families, and in all matters of war and peace. Examples abound in all walks of life: In 1977, eighty-nine countries were ruled by autocrats while today more than half the world's population lives in democracies. CEO's are more constrained and have shorter tenures than their predecessors. Modern tools of war, cheaper and more accessible, make it possible for groups like Hezbollah to afford their own drones. In the second half of 2010, the top ten hedge funds earned more than the world's largest six banks combined. Those in power retain it by erecting powerful barriers to keep challengers at bay. Today, insurgent forces dismantle those barriers more quickly and easily than ever, only to find that they themselves become vulnerable in the process. Accessible and captivating, Naím offers a revolutionary look at the inevitable end of power—and how it will change your world.

    We wake up in a haze—often after hitting snooze a few times. Then we rush around to get ready and out the door so we can officially start the day. Before we know it, hours have slipped by without us accomplishing anything beyond downing a cup of coffee, dashing off a few emails, and dishing with our coworkers around the water cooler. By the time the workday wraps up, we’re so exhausted and defeated that any motivation to accomplish something in the evening has vanished.But according to time management expert Laura Vanderkam, mornings hold the key to taking control of our schedules. If we use them wisely, we can build habits that will allow us to lead happier, more productive lives.Drawing on real-life anecdotes and scientific research that shows why the early hours of the day are so important, Vanderkam reveals how successful people use mornings to help them accomplish things that are often impossible to take care of later in the day. While many of us are still in bed, these folks are scoring daily victories to improve their health, careers, and personal lives without sacrificing their sanity. For instance, former PepsiCo chairman and CEO Steve Reinemund would rise at 5:00 a.m., run four miles, pray, and eat breakfast with his family before heading to work to run a Fortune 500 company.What the Most Successful People Do Before Breakfast is a fun, practical guide that will inspire you to rethink your morning routine and jump-start your life before the day has even begun.

    Like other European cities, it was still emerging from its medieval past. But in a mere century Paris would be transformed into the modern and mythic city we know today.Though most people associate the signature characteristics of Paris with the public works of the nineteenth century, Joan DeJean demonstrates that the Parisian model for urban space was in fact invented two centuries earlier, when the first complete design for the French capital was drawn up and implemented. As a result, Paris saw many changes. It became the first city to tear down its fortifications, inviting people in rather than keeping them out. Parisian urban planning showcased new kinds of streets, including the original boulevard, as well as public parks and the earliest sidewalks and bridges without houses. Venues opened for urban entertainment of all kinds, from opera and ballet to a pastime invented in Paris, recreational shopping. Parisians enjoyed the earliest public transportation and street lighting, and Paris became Europe's first great walking city.A century of planned development made Paris both beautiful and exciting. It gave people reasons to be out in public as never before and as nowhere else. And it gave Paris its modern identity as a place that people dreamed of seeing. By 1700, Paris had become the capital that would revolutionize our conception of the city and of urban life.