For nearly a century the two most powerful nations on earth, Victorian Britain and Tsarist Russia, fought a secret war in the lonely passes and deserts of Central Asia. Those engaged in this shadowy struggle called it 'The Great Game', a phrase immortalized by Kipling. When play first began the two rival empires lay nearly 2,000 miles apart. By the end, some Russian outposts were within 20 miles of India. This classic book tells the story of the Great Game through the exploits of the young officers, both British and Russian, who risked their lives playing it. Disguised as holy men or native horse-traders, they mapped secret passes, gathered intelligence and sought the allegiance of powerful khans. Some never returned. The violent repercussions of the Great Game are still convulsing Central Asia today.

For nearly a century the two most powerful nations on earth - Victorian Britain and Tsarist Russia - fought a secret war in the lonely passes and deserts of Central Asia. Those engaged in this shadowy struggle called it 'The Great Game', a phrase immortalized in Kipling's Kim. When play firstbegan the two rival empires lay nearly 2,000 miles apart. By the end, some Russian outposts were within 20 miles of India.This book tells the story of the Great Game through the exploits of the young officers, both British and Russian, who risked their lives playing it. Disguised as holy men or native horsetraders, they mapped secret passes, gathered intelligence, and sought the allegiance of powerful khans. Some neverreturned.

For nearly a century the two most powerful nations on earth, Victorian Britain and Tsarist Russia, fought a secret war in the lonely passes and deserts of Central Asia. Those engaged in this shadowy struggle called it 'The Great Game', a phrase immortalized by Kipling. When play first began the two rival empires lay nearly 2,000 miles apart. By the end, some Russian outposts were within 20 miles of India. This classic book tells the story of the Great Game through the exploits of the young officers, both British and Russian, who risked their lives playing it. Disguised as holy men or native horse-traders, they mapped secret passes, gathered intelligence and sought the allegiance of powerful khans. Some never returned. The violent repercussions of the Great Game are still convulsing Central Asia today.

Traces the early history of professional hockey in Canada.

The Great Game in West Asia examines the strategic competition between Iran and Turkey for power and influence in the South Caucasus. These neighbouring Middle East powers have vied for supremacy and influence throughout the region and especially in their immediate vicinity, while both contending with ethnic heterogeneity within their own territories and across their borders. Turkey has long conceived of itself as not just a bridge between Asia and Europe but in more substantive terms as a central player in regional and global affairs. If somewhat more modest in its public statements, Iran's parallel ambitions for strategic centrality and influence have only been masked by its own inarticulate foreign policy agendas and the repeated missteps of its revolutionary leaders. But both have sought to deepen their regional influence and power, and in the South Caucasus each has achieved a modicum of success. In fact, as the contributions to this volume demonstrate, as much of the world's attention has been diverted to conflicts and flashpoints near and far, a new great game has been unravelling between Iran and Turkey in the South Caucasus.

In the early 1980s, Springfield Remanufacturing Corporation (SRC) in Springfield, Missouri, was a near bankrupt division of International Harvester. Today it's one of the most successful and competitive companies in the United States, with a share price 3000 times what it was thirty years ago. This miracle turnaround is all down to one man, Jack Stack, and his revolutionary system of Open-Book Management, in which every employee understands the company's key figures, can act on them and has a real stake in the business. In Stack's own words: 'When employees think, act and feel like owners ... everybody wins.'As a management strategy, 'the great game of business' is so simple and effective that it's been taken up by companies from Intel to Harley Davidson.

The Great Game of Business started a business revolution by introducing the world to open-book management, a new way of running a business that created unprecedented profit and employee engagement. The revised and updated edition of The Great Game of Business lays out an entirely different way of running a company. It wasn't dreamed up in an executive think tank or an Ivy League business school or around the conference table by big-time consultants. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes. What these workers created was a revolutionary approach to management that has proven itself in every industry around the world for the past thirty years--an approach that is perhaps the last, best hope for reviving the American Dream.