We are living in a time of deep divisions. Americans are sorting themselves along racial, religious, and cultural lines, leading to a level of polarization that the country hasn't seen since the Civil War. Pundits and politicians are calling for us to come together, to find common purpose. But how, exactly, can this be done?In Palaces for the People, Eric Klinenberg suggests a way forward. He believes that the future of democratic societies rests not simply on shared values but on shared spaces: the libraries, childcare centers, bookstores, churches, synagogues, and parks where crucial, sometimes life-saving connections, are formed. These are places where people gather and linger, making friends across group lines and strengthening the entire community. Klinenberg calls this the "social infrastructure" When it is strong, neighborhoods flourish; when it is neglected, as it has been in recent years, families and individuals must fend for themselves.Klinenberg takes us around the globe--from a floating school in Bangladesh to an arts incubator in Chicago, from a soccer pitch in Queens to an evangelical church in Houston--to show how social infrastructure is helping to solve some of our most pressing challenges: isolation, crime, education, addiction, political polarization, and even climate change.Richly reported, elegantly written, and ultimately uplifting, Palaces for the People urges us to acknowledge the crucial role these spaces play in civic life. Our social infrastructure could be the key to bridging our seemingly unbridgeable divides--and safeguarding democracy.

    Stephen D. Brookfield and Stephen Preskill suggest exercises for starting discussions, strategies for maintaining their momentum, and ways to elicit diverse views and voices. The book also includes new exercises and material on the intersections between discussion and the encouragement of democracy in the classroom. This revised edition expands on the original and contains information on adapting discussion methods in online teaching, on using discussion to enhance democratic participation, and on the theoretical foundations for the discussion exercises described in the book.Throughout the book, Brookfield and Preskill clearly show how discussion can enliven classrooms, and they outline practical methods for ensuring that students will come to class prepared to discuss a topic. They also explain how to balance the voices of students and teachers, while still preserving the moral, political, and pedagogic integrity of discussion.

    Yet little is known about why for-profits have expanded so quickly and even less about how the power and influence of this big-money industry impact individual lives. Lower Ed, the first book to link the rapid expansion of for-profit degrees to America’s increasing inequality, reveals the story of an industry that exploits the pain, desperation, and aspirations of the most vulnerable and exposes the conditions that allow for-profit education to thrive.Tressie McMillan Cottom draws on her personal experience as a former counselor at two for-profit colleges and dozens of interviews with students, senior executives, and activists to detail how these schools have become so successful and to decipher the benefits, credentials, pitfalls, and real costs of a for-profit education. By humanizing the hard choices about school and survival that millions of Americans face, Lower Ed nimbly parses the larger forces that deliver some of us to Yale and others to For-Profit U in an office park off Interstate 10.

    They yearn to come up with a game—changing innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative—they spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results.Why? In The Design of Business, Roger Martin offers a compelling and provocative answer: we rely far too exclusively on analytical thinking, which merely refines current knowledge, producing small improvements to the status quo.To innovate and win, companies need design thinking. This form of thinking is rooted in how knowledge advances from one stage to another—from mystery (something we can't explain) to heuristic (a rule of thumb that guides us toward solution) to algorithm (a predictable formula for producing an answer) to code (when the formula becomes so predictable it can be fully automated). As knowledge advances across the stages, productivity grows and costs drop-creating massive value for companies.Martin shows how leading companies such as Procter & Gamble, Cirque du Soleil, RIM, and others use design thinking to push knowledge through the stages in ways that produce breakthrough innovations and competitive advantage.Filled with deep insights and fresh perspectives, The Design of Business reveals the true foundation of successful, profitable innovation.

    Written at the height of the Cold War and in the wake of America's greatest experiment with big government, the New Deal, Goldwater's message was not only remarkable, but radical. He argued for the value and importance of conservative principles--freedom, foremost among them--in contemporary political life. Using the principles he espoused in this concise but powerful book, Goldwater fundamentally altered the political landscape of his day--and ours.

    Setting up and maintaining a Linux server requires understanding not only the hardware, but the ins and outs of the Linux operating system along with its supporting cast of utilities as well as layers of applications software. There's basic documentation online but there's a lot beyond the basics you have to know, and this only comes from people with hands-on, real-world experience. This kind of "know how" is what we sought to capture in Linux Server Hacks.Linux Server Hacks is a collection of 100 industrial-strength hacks, providing tips and tools that solve practical problems for Linux system administrators. Every hack can be read in just a few minutes but will save hours of searching for the right answer. Some of the hacks are subtle, many of them are non-obvious, and all of them demonstrate the power and flexibility of a Linux system. You'll find hacks devoted to tuning the Linux kernel to make your system run more efficiently, as well as using CVS or RCS to track the revision to system files. You'll learn alternative ways to do backups, how to use system monitoring tools to track system performance and a variety of secure networking solutions. Linux Server Hacks also helps you manage large-scale Web installations running Apache, MySQL, and other open source tools that are typically part of a Linux system.O'Reilly's new Hacks Series proudly reclaims the term "hacking" for the good guys. Hackers use their ingenuity to solve interesting problems. Rob Flickenger is an experienced system administrator, having managed the systems for O'Reilly Network for several years. (He's also into community wireless networking and he's written a book on that subject for O'Reilly.) Rob has also collected the best ideas and tools from a number of other highly skilled contributors.Written for users who already understand the basics, Linux Server Hacks is built upon the expertise of people who really know what they're doing.

    Far from a dry, nuts-and-bolts exposition, however, 101 THINGS I LEARNED® IN ENGINEERING SCHOOL probes real-world examples to show how the engineer's way of thinking can-and sometimes cannot-inform our understanding of how things work. Questions from the simple to the profound are illuminated throughout: Why shouldn't soldiers march across a bridge? Why do buildings want to float and cars want to fly? What is the difference between thinking systemically and thinking systematically? How can engineering solutions sympathize with the natural environment? Presented in the familiar, illustrated format of the popular 101 THINGS I LEARNED® series, 101 THINGS I LEARNED® IN ENGINEERING SCHOOL offers an informative resource for students, general readers, and even experienced engineers, who will discover within many provocative new insights into familiar principles.

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    Each issue is thoughtfully framed with an issue summary, an issue introduction, and a postscript. An instructor's manual with testing material is available for each volume. Using Taking Sides in the Classroom is also an excellent instructor resource with practical suggestions on incorporating this effective approach in the classroom. Each Taking Sides reader features an annotated listing of selected World Wide Web sites and is supported by a student website.

    His groundbreaking revelations shed light not just on business but on the way every human being acts and lives around the world. Rapaille’s breakthrough notion is that we acquire a silent system of Codes as we grow up within our culture. These Codes—the Culture Code—are what make us American, or German, or French, and they invisibly shape how we behave in our personal lives, even when we are completely unaware of our motives. What’s more, we can learn to crack the Codes that guide our actions and achieve new understanding of why we do the things we do. Rapaille has used the Culture Code to help Chrysler build the PT Cruiser—the most successful American car launch in recent memory. He has used it to help Procter & Gamble design its advertising campaign for Folger’s coffee – one of the longest-lasting and most successful campaigns in the annals of advertising. He has used it to help companies as diverse as GE, AT&T, Boeing, Honda, Kellogg, and L’Oréal improve their bottom line at home and overseas. And now, in The Culture Code, he uses it to reveal why Americans act distinctly like Americans, and what makes us different from the world around us. In The Culture Code, Dr. Rapaille decodes two dozen of our most fundamental archetypes—ranging from sex to money to health to America itself—to give us “a new set of glasses” with which to view our actions and motivations. Why are we so often disillusioned by love? Why is fat a solution rather than a problem? Why do we reject the notion of perfection? Why is fast food in our lives to stay? The answers are in the Codes. Understanding the Codes gives us unprecedented freedom over our lives. It lets us do business in dramatically new ways. And it finally explains why people around the world really are different, and reveals the hidden clues to understanding us all.

    The authors help students learn key sociological concepts through real research examples related to the dynamic interplay of race, class, gender, and other social variables.

    "Interpersonal Communication, 2e" demonstrates how effective interpersonal communication can make students' lives better. With careful consideration given to the impact of computer-mediated communication, the program reflects the rapid changes of the modern world in which today's students live and interact. The program also helps students understand and build interpersonal skills and choices for their academic, personal, and professional lives.