From the Pulitzer Prize-winning, best-selling author of A Thousand Acres: An amazing “mash-up of a Western, a serial-killer mystery and a feminist-inflected tale of life in a bordello” (The Washington Post). In 1850s Gold Rush California two young prostitutes, best friends Eliza and Jean, attempt to find their way in a lawless town on the fringes of the Wild West—a bewitching combination of beauty and danger—as what will become the Civil War looms on the horizon. “Everyone knows that this is a dangerous business, but between you and me, being a woman is a dangerous business, and don’t let anyone tell you otherwise..." Monterey, 1851. Ever since her husband was killed in a bar fight, Eliza Ripple has been working in a brothel. It seems like a better life, at least at first. The madam, Mrs. Parks, is kind, the men are (relatively) well behaved, and Eliza has attained what few women have: financial security. But when the dead bodies of young women start appearing outside of town, a darkness descends that she can't resist confronting. Side by side with her friend Jean, and inspired by her reading, especially by Edgar Allan Poe’s detective Dupin, Eliza pieces together an array of clues to try to catch the killer, all the while juggling clients who begin to seem more and more suspicious. Eliza and Jean are determined not just to survive, but to find their way in a lawless town on the fringes of the Wild West—a bewitching combination of beauty and danger—as what will become the Civil War looms on the horizon. As Mrs. Parks says, "Everyone knows that this is a dangerous business, but between you and me, being a woman is a dangerous business, and don’t let anyone tell you otherwise ..."

From one of the most respected and vigorous economic thinkers in Washington, a wake-up call about the perils of unfettered globalization. In this impassioned, prescient book, Pat Choate shows us that while increased worldwide economic integration has some benefits for our fiscal efficiency, it also creates dependencies, vulnerabilities, national security risks, and social costs that now outweigh its advantages. He takes the long view of developments such as technology-driven progress, the offshoring of jobs, and open trade, arguing that current U.S. policies are leading to worldwide economic and political instability, in much the same way as before the Great Depression. Choate writes convincingly about the Defense Department’s growing dependence on foreign sources for its technologies, the leasing of parts of our interstate highway system to overseas investors, China’s economic mercantilism, and international currency manipulation that damages the dollar. We have been borrowing heavily from foreign lenders, who by 2009 will own more than half of the Treasury debt, a third of U.S. corporate bonds, and a sixth of U.S. corporate assets—all of which, if handled improperly, could trigger a global economic collapse. But our economic forecast need not be dire. Choate sees a way out of these dilemmas and presents politically viable steps the United States can take to remain sovereign, prosperous, and secure. He presents bold new research that identifies the special interests and structural corruption that have overtaken our democracy—and shows how they can be corrected. He illustrates how our policy-making and legislative process, currently beholden to the highest bidder, can be transformed from one of corporatism and elitism into one of greater transparency. Clear-eyed and persuasive, this is sure to be one of the most widely discussed books of the year.

The dangerous work of leading change--somebody has to do it. Will you put yourself on the line? To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disrupting the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership experts Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether you're a parent or a politician, a CEO or a community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.

Between 1942 and 1944 a very small, very secret, very successful clandestine unit of the Royal Navy, operated between Dartmouth in Devon, and the Brittany Coast in France. It was a crossing of about 100 miles, every yard of it dangerous. The unit was called the 15th Motor Gunboat Flotilla- crewed by 125 officers and men, it became the most highly decorated Royal Naval unit of the Second World War. The 15th MGBF was an extraordinary group of men thrown together in the most secret of adventures. Very few were regular Royal Naval officers- instead the unit was made up of mostly Royal Naval Volunteer Officers and 'duration only' sailors. Their home was a converted paddle steamer and luxury yacht, but their work could not have been more serious. Their mission was to ferry agents of SIS and SOE to pinpoint landing sites on the Brittany coast in Occupied France. Once they had landed their agents, together with stores for the Resistance, they picked up evaders, escaped POWs who had had the good fortune to be collected by escape lines run by M19, as well as returning SIS and SOE agents. It is a story that is inextricably entwined with that of the many agents they were responsible for - Pierre Hentic, Yves Le Tac, Virginia Hall, Albert Hue, Jeannie Rousseau, Suzanne Warengham, Fran ois Mitterrand and Mathilde Carre, as well as many others. Without the Flotilla, such intelligence gathering networks as Jade Fitzroy and Alliance would never have developed, and SOE's VAR Line and MI9's Shelburne Escape Line would never have been realised. Drawing on a huge amount of research on both sides of the Channel, including private archives of many of the families involved, A Dangerous Enterprise brings the story of this most clandestine of operations brilliantly to life.

Offers hundreds of character and conflict profiles and an overview of the author's detailed plot-building method in order to help build original stories.

TROUBLE ALWAYS FINDS HER… Wrapping up a normal day at the office, criminal psychologist Kieran Finnegan is accosted by a desperate woman who shoves an infant into her arms and then flees, only to be murdered minutes later on a busy Manhattan street. Who was the woman? Where did the baby come from? Kieran can’t stop thinking about the child and the victim, so her boyfriend, Craig Frasier, does what any good special agent boyfriend would do—he gets the FBI involved. And asks Kieran to keep out of it. But the Finnegans have a knack for getting into trouble, and Kieran won’t sit idle when a lead surfaces through her family’s pub. Investigating on her own, she uncovers a dangerous group that plays fast and loose with human lives and will stop at nothing to keep their secrets—and they plan to silence Kieran before she can expose their deadly enterprise.

The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life—and shows how to finally turn this common sense into common practice.