This claim is not only false, but its presence in the debate is an insult to science." With these words, the authors begin a detailed analysis of one of the most controversial topics of the day. The authors make a compelling case against claims of a scientific consensus. The purported proof of such a consensus consists of sloppy research by nonscientists, college students, and a highly partisan Australian blogger. Surveys of climate scientists, even those heavily biased in favor of climate alarmism, find extensive disagreement on the underlying science and doubts about its reliability. The authors point to four reasons why scientists disagree about global warming: a conflict among scientists in different and often competing disciplines; fundamental scientific uncertainties concerning how the global climate responds to the human presence; failure of the United Nations Intergovernmental Panel on Climate Change (IPCC) to provide objective guidance to the complex science; and bias among researchers. The authors offer a succinct summary of the real science of climate change based on their previously published comprehensive review of climate science in a volume titled Climate Change Reconsidered II: Physical Science. They recommend that policymakers resist pressure from lobby groups to silence scientists who question the authority of the IPCC to claim to speak for climate science. More than 50,000 copies of the first edition were sold or given away in five months to elected officials, civic and business leaders, scientists, and other opinion leaders. The response from the science community and experts on climate change has been overwhelmingly positive. To meet demand for more copies, we have produced this second revised edition. Changes include a foreword by Marita Noon, at the time executive director of Energy Makes America Great, Inc. Some of the discussion in Chapter 1 has been revised and expanded thanks to feedback from readers of the first edition. Graphs in Chapters 4, 5, and 6 are now full color, and new graphs have been added.

    Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. In It Starts with One, J. Stewart Black and Hal B Gregersen identify the core problem: changing individuals and the "mental maps" inside their heads must happen before you can change the organization. Just as actual maps guide people's footsteps, mental maps guide daily behavior. Successful strategic change for the organization is all about changing individual mental maps and behaviors first, because they are the organization.To change organizations, you must break through your own brain barrier -- and help those around you do the same. One step at a time, It Starts with One shows how to do that: how to create new destinations, and new, more inspiring effective paths to sustainable change. Black and Gregersen systematically identify the brain barriers that stand in your way: failure to see, failure to move, and failure to finish. Drawing on their extensive experience consulting with world-class organizations, they offer integrated tools, strategies, and solutions for overcoming each of these obstacles. This edition offers even more effective tools, more guidance on leading change in globalizing environments, and more insight into changing your own mental maps...liberating yourself to transform your entire organization.Seventy percent of organizations that seek strategic change fail. Organizations can't change because individuals don't change. Individuals don't change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps -- and unleash their power to deliver superior, sustained strategic change. Thoroughly updated with new techniques, case studies, and examples, this book offers even more valuable insights for today's leaders and managers.

    Gerard, PhD, its chief learning officer, candidly describe the triumphs and stumbles of a seven-year journey to lean healthcare, an effort that continues today and that has slashed medical errors, improved patient outcomes, raised staff morale, and saved $27 million dollars in costs without layoffs. Find out:> How lean techniques of value-stream-mapping and rapid improvement events cut the average “door-to-balloon” time for heart attack patients at two hospitals from 90 minutes to 37.> What ThedaCare leaders did to replace medicine’s “shame and blame” culture with a lean culture based on continuous improvement and respect for people.> How the lean principle of “building in quality at the source” broke down divisions among medical specialties allowing teams to develop patient care plans faster.> Why traditional modern management is the single biggest impediment to lean healthcare.> How the plan-do-study-act cycle coupled with rapid improvement events cut the wait time at a robotic radiosurgery unit from 26 days to six.> How the lean concept of “one piece flow” saved time in treating ischemic stroke patients, increasing the number of patients receiving a CT scan within 25 minutes from 51% to 89%.> How senior leaders at other healthcare organizations can begin their own lean transformations using a nine-step action plan based on what ThedaCare did — and what it would do differently.Toussaint and Gerard prove that lean healthcare does not mean less care. On the Mend shows that when care is truly re-designed around patients, waste and errors are eliminated, quality improves, costs come down, and healthcare professionals have more time to spend with patients, who get even better care.

    The book contains a series of short chapters filled with examples, data, and insights that challenge questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, it’s good organizational advice, delivered by Dr. Pfeffer himself.

     Bob Farr asserts that to change the world, we must first change the Church. As Adam Hamilton says in the Foreword, "Read [this book] carefully with other leaders in your church. . . . You'll soon discover both a desire to renovate your church and the tools to effectively lead your church forward." If we want to join Robert Schnase and claim radical hospitality, passionate worship, intentional faith development, risk-taking mission and service, and extravagant generosity, we must also engage pastors and motivate churches. We must renovate and overhaul our churches and not merely redecorate and tinker with our church structure. With straightforward language and practical tips, this book will inspire and help you organize your church for new life on the mission field. Learn how to grow your church and discover the commitments that denominational leaders must make to guarantee the fruitfulness of local congregations.

    It shows how the components of design interact with each other, and provides a strategy for creating coherent and workable relationships among these design components, highlighting key design issues. Written in an informal, jargon-free style, the new Third Edition incorporates examples and hands-on exercises.

    The collection includes:RUPERT BROOKEPEACESAFETYTHE DEADTHE DEADTHE SOLDIEREDWARD THOMASADLESTROPTEARSTHE OWLRAINTHE CHERRY TREESAS THE TEAM'S HEAD-BRASSSIEGFRIED SASSOON"THEY"THE REAR-GUARDI STOOD WITH THE DEADSUICIDE IN TRENCHESTHE GENERALHOW TO DIEGLORY OF WOMENTHEIR FRAILTYDOES IT MATTER?SURVIVORSEVERYONE SANGTO ANY DEAD OFFICERSICK LEAVEIVOR GURNEYTO HIS LOVETHE SILENT ONEISAAC ROSENBERGBREAK OF DAY IN THE TRENCHESLOUSE HUNTINGON RECEIVING NEWS OF THE WARDEAD MAN'S DUMPRETURNING, WE HEAR THE LARKSWILFRED OWENANTHEM FOR DOOMED YOUTHAPOLOGIA PRO POEMATE MEODULCE ET DECORUM ESTSTRANGE MEETINGFUTILITYDISABLEDMINERSS.I.W.

    Learn about the components of a BI architecture, how to choose the appropriate tools and technologies, and how to roll out a BI strategy throughout the organisation.

    Being part of a healthy love relationship has been shown to increase longevity and improve mental well-being. On the other hand, being at the receiving end of emotional abuse has the opposite effect. The long-term effects from being in a constant fight-or-flight state often lead to complete dysfunction – especially for intuitives, empaths, and highly sensitive people.Intuitives, Empaths, and HSPs have an innate drive to facilitate healing in others. Unfortunately, they usually ignore their own needs in doing so. In general, an intuitive/empath/HSP is non-violent, non-aggressive and leans more towards being the peacemaker. Any area filled with disharmony creates internal distress, and if they find themselves in the middle of a conflict, they will strive to resolve the situation as quickly as possible, if not avoid it all together. Essentially, they associate with the life force, healing, and the urge to create what was not there before, such as when they try to “fix” people or situations, or help others heal and awaken.Because of these natural tendencies, Intuitives/Empaths/HSPs often finds themselves staying in a relationship with a toxic personality for too long. Empaths often have a track record of developing codependent behaviors in childhood to deal with the overwhelm of unfairness in the world and to please others, which they usually carry into their adult relationships…until a soul crisis happens where they are forced into awakening – as is often the outcome of exiting toxic relationships with narcissists, sociopaths, and psychopaths.How to Do No Contact like a Boss explains the reasons for going No Contact and takes the reader from the initial planning stages, exit strategies, the moment of No Contact, what to expect in the days that follow, and how to deal with a persistent and/or abusive ex who refuses to respect one’s request for No Contact. Also included are alternative healing methods that address what traditional therapy often overlooks.

    Most books on this subject describe educational and behavioural therapies, but autism is a medical disease, not a psychological disorder. This groundbreaking books shows that the disease can be treated by reducing the neurological inflammation that is part of the disease process, rather than simply masking the symptoms with drugs like Ritalin and Prozac. The authors have seen autistic behaviours improve dramatically or disappear completely with appropriate medical treatment. The book reviews the medical literature regarding the biological nature of the disease, including the potential connection between vaccines and autism. angry at the rise in this disease and the way it is treated. It is the only book on this subject written by an MD who is also the parent of an autistic child. In 2001, the second son of Jepson was diagnosed with autism. treatment options and found that the medical community knew very little about the cause, the treatment, or the prognosis of this disease. After a year of research, the couple established the non-profit Children's Biomedical Center of Utah. There autistic children could receive the most up-to-date care available. From 2002-2005, Dr Jepson treated hundreds of children on the autism spectrum and the clinic raised awareness throughout the intermountain West concerning issues related to autism and other childhood developmental disorders. join the team at Thoughtful House Center for Children, a multidisciplinary clinic dedicated to caring for children with autism and related conditions. The Thoughtful House is designed to integrate biomedical, gastrointestinal, and educational intervention into a coordinated effort, and to use this model to perform clinical research. It officially opened January 1st, 2006, and Dr Jepson is now its Medical Director.

    The sense of private mystery that fills these photographs--mostly taken during Koudelka's many years of wandering through Europe and Great Britain since leaving his native Czechoslovakia in 1968--speaks of passion and reserve, of his rage to see. Solitary, moving, deeply felt and strangely disturbing, the images in Exiles suggest alienation, disconnection and love. Exiles evokes some of the most compelling and troubling themes of the twentieth century, while resonating with equal force in this current moment of profound migrations and transience.Josef Koudelka (born 1938) has published ten books of photographs, many of which focus on the relationship between man and the landscape, including Gypsies (1975; revised and enlarged edition in 2011), Exiles (1988), Black Triangle (1994), Invasion 68: Prague (2008) and Wall (2013). Significant exhibitions of his work have been held at The Museum of Modern Art and the International Center of Photography, both in New York; Hayward Gallery, London; and Palais de Tokyo, Paris. Koudelka is the recipient of the Medal of Merit awarded by the Czech Republic (2002) and numerous other awards. In 2012, he was named Commandeur de l'Ordre des Arts et des Lettres by the French Ministry of Culture. He is based in Paris and Prague.

    Every so often employees are sent to “Brainstorm Island”: an off-site replete with trendy lectures, creative workshops, and overenthusiastic facilitators. But once they return, it’s back to business as usual.Innovation experts Paddy Miller and Thomas Wedell-Wedellsborg suggest a better approach. They recommend that leaders at all levels become “innovation architects,” creating an ecosystem in which people engage in key innovation behaviors as part of their daily work.In short, this book is about getting to a state of “innovation as usual,” where regular employees—in jobs like finance, marketing, sales, or operations—make innovation happen in a way that’s both systemic and sustainable.Instead of organizing brainstorming sessions, idea jams, and off-sites that rarely result in success, leaders should guide their people in what the authors call the “5 + 1 keystone behaviors” of innovation: focus, connect, tweak, select, stealthstorm, (and the + 1) persist:• Focus beats freedom: Direct people to look only for ideas that matter to the business• Insight comes from the outside: Urge people to connect to new worlds• First ideas are flawed: Challenge people to tweak and reframe their initial ideas• Most ideas are bad ideas: Guide people to select the best ideas and discard the rest• Stealthstorming rules: Help people navigate the politics of innovation• Creativity is a choice: Motivate everyone to persist in the five keystone behaviorsUsing examples from a wide range of companies such as Pfizer, Index Ventures, Lonza, Go Travel, Prehype, DSM, and others, Innovation as Usual lights the way toward embedding creativity in the DNA of the workplace.So cancel that off-site. Instead, read Innovation as Usual—and put innovation at the core of your business.

    Written by one of the industry's most knowledgeable client services executives, the book begins with a definition, then follows a path from an initial new business win to beginning, building, losing, then regaining trust with clients. It is a powerful source of counsel for those new to the business, for industry veterans who want to refresh or validate what they know, and for anyone in the middle of the journey to get better at what they do.

    The Customer Service Survival Kit recognizes that the worst customer situations demand more of front-line employees than good intentions and the right attitude. The book includes tangible tips and tricks to help readers discover how to lean into criticism, how to avoid trigger phrases that can make bad situations worse, the secret to helping people feel heard, how to safely deliver bad news, and how to become immune to intimidation--among many other skills.Issues with customers can send even the most seasoned service professionals into red alert. But you don’t need to be a crisis counselor to effectively communicate your way out of a difficult spot. With the help of these valuable insights, lessons, and indispensable problem-solving tools, your organization holds the key to radically improving its customer service reputation.

    Optimistic bidders went online to the world's largest flea market in droves, ready to spend cash on everything from garden gnomes to Mercedes convertibles. Among them were art collectors willing to spend big money on unseen paintings, hoping to buy valuable pieces of art at below-market prices. EBay also attracted the occasional con artist unable to resist the temptation of abusing a system that prided itself on being "based on trust." Kenneth Walton -- once a lawyer bound by the ethics of his profession to uphold the law -- was seduced by just such a con artist and, eventually, became one himself. Ripped from the headlines of the "New York Times," the first newspaper to break the story, "Fake" describes Walton's innocent beginnings as an online art-trading hobbyist and details the downward spiral of greed that ultimately led to his federal felony conviction. What started out as a satisfying exercise in reselling thrift store paintings for a profit in order to pay back student loans and mounting credit card debt soon became a fierce addiction to the subtle deception of luring unsuspecting bidders into overpaying for paintings of questionable origins.In a landscape peopled with colorful eccentrics hoping to score museum-quality paintings at bargain prices, Walton entered into a partnership with Ken Fetterman, an unslick (yet somehow very effective) con man. Over the course of eighteen months they managed to take in hundreds of thousands of dollars by selling forged paintings and bidding on their own auctions to drive up the prices. When their deception was discovered and made international headlines, Walton found himself stalked by reporters and federal agents while Fetterman went on the lam, sparking a nationwide FBI manhunt. His elaborate game of cat and mouse lasted nearly three years, until the feds caught up with him after a routine traffic violation and brought him to justice.In this sensational story of the seductive power of greed, Kenneth Walton breaks his silence for the first time and, in his own words, details the international scandal that forever changed the way eBay does business.