NEW YORK TIMES BESTSELLER Paul Kennedy, award-winning author of The Rise and Fall of the Great Powers and one of today’s most renowned historians, now provides a new and unique look at how World War II was won. Engineers of Victory is a fascinating nuts-and-bolts account of the strategic factors that led to Allied victory. Kennedy reveals how the leaders’ grand strategy was carried out by the ordinary soldiers, scientists, engineers, and businessmen responsible for realizing their commanders’ visions of success. In January 1943, FDR and Churchill convened in Casablanca and established the Allied objectives for the war: to defeat the Nazi blitzkrieg; to control the Atlantic sea lanes and the air over western and central Europe; to take the fight to the European mainland; and to end Japan’s imperialism. Astonishingly, a little over a year later, these ambitious goals had nearly all been accomplished. With riveting, tactical detail, Engineers of Victory reveals how. Kennedy recounts the inside stories of the invention of the cavity magnetron, a miniature radar “as small as a soup plate,” and the Hedgehog, a multi-headed grenade launcher that allowed the Allies to overcome the threat to their convoys crossing the Atlantic; the critical decision by engineers to install a super-charged Rolls-Royce engine in the P-51 Mustang, creating a fighter plane more powerful than the Luftwaffe’s; and the innovative use of pontoon bridges (made from rafts strung together) to help Russian troops cross rivers and elude the Nazi blitzkrieg. He takes readers behind the scenes, unveiling exactly how thousands of individual Allied planes and fighting ships were choreographed to collectively pull off the invasion of Normandy, and illuminating how crew chiefs perfected the high-flying and inaccessible B-29 Superfortress that would drop the atomic bombs on Japan. The story of World War II is often told as a grand narrative, as if it were fought by supermen or decided by fate. Here Kennedy uncovers the real heroes of the war, highlighting for the first time the creative strategies, tactics, and organizational decisions that made the lofty Allied objectives into a successful reality. In an even more significant way, Engineers of Victory has another claim to our attention, for it restores “the middle level of war” to its rightful place in history. Praise for Engineers of Victory “Superbly written and carefully documented . . . indispensable reading for anyone who seeks to understand how and why the Allies won.”—The Christian Science Monitor “An important contribution to our understanding of World War II . . . Like an engineer who pries open a pocket watch to reveal its inner mechanics, [Paul] Kennedy tells how little-known men and women at lower levels helped win the war.”—Michael Beschloss, The New York Times Book Review “Histories of World War II tend to concentrate on the leaders and generals at the top who make the big strategic decisions and on the lowly grunts at the bottom. . . . [Engineers of Victory] seeks to fill this gap in the historiography of World War II and does so triumphantly. . . . This book is a fine tribute.”—The Wall Street Journal “[Kennedy] colorfully and convincingly illustrates the ingenuity and persistence of a few men who made all the difference.”—The Washington Post “This superb book is Kennedy’s best.”—Foreign Affairs

The New Localism provides a roadmap for change that starts in the communities where most people live and work. In their new book, The New Localism, urban experts Bruce Katz and Jeremy Nowak reveal where the real power to create change lies and how it can be used to address our most serious social, economic, and environmental challenges. Power is shifting in the world: downward from national governments and states to cities and metropolitan communities; horizontally from the public sector to networks of public, private and civic actors; and globally along circuits of capital, trade, and innovation. This new locus of power—this new localism—is emerging by necessity to solve the grand challenges characteristic of modern societies: economic competitiveness, social inclusion and opportunity; a renewed public life; the challenge of diversity; and the imperative of environmental sustainability. Where rising populism on the right and the left exploits the grievances of those left behind in the global economy, new localism has developed as a mechanism to address them head on. New localism is not a replacement for the vital roles federal governments play; it is the ideal complement to an effective federal government, and, currently, an urgently needed remedy for national dysfunction. In The New Localism, Katz and Nowak tell the stories of the cities that are on the vanguard of problem solving. Pittsburgh is catalyzing inclusive growth by inventing and deploying new industries and technologies. Indianapolis is governing its city and metropolis through a network of public, private and civic leaders. Copenhagen is using publicly owned assets like their waterfront to spur large scale redevelopment and finance infrastructure from land sales. Out of these stories emerge new norms of growth, governance, and finance and a path toward a more prosperous, sustainable, and inclusive society. Katz and Nowak imagine a world in which urban institutions finance the future through smart investments in innovation, infrastructure and children and urban intermediaries take solutions created in one city and adapt and tailor them to other cities with speed and precision. As Katz and Nowak show us in The New Localism, “Power now belongs to the problem solvers.”

Pushing Limits: From West Point to Berkeley and Beyond challenges the myth that mathematicians lead dull and ascetic lives. It recounts the unique odyssey of a noted mathematician who overcame military hurdles at West Point, Army Ranger School and the Vietnam War, and survived many civilian escapades—hitchhiking in third-world hotspots, fending off sharks in Bahamian reefs, and camping deep behind the forbidding Iron Curtain. From ultra-conservative West Point in the ’60s to ultra-radical Berkeley in the ’70s, and ultimately to genteel Georgia Tech in the ’80s, this is the tale of an academic career as noteworthy for its offbeat adventures as for its teaching and research accomplishments. It brings to life the struggles and risks underlying mathematical research, the unparalleled thrill of making scientific breakthroughs, and the joy of sharing those discoveries around the world. Hill's book is packed with energy, humor, and suspense, both physical and intellectual. Anyone who is curious about how one maverick mathematician thinks, who wants to relive the zanier side of the ’60s and ’70s, who wants an armchair journey into the third world, or who seeks an unconventional view of several of society's iconic institutions, will be drawn to this book.

The #1 New York Times bestseller that has all America talking—with a new afterword on expanding your range—as seen on CNN's Fareed Zakaria GPS, Morning Joe, CBS This Morning, and more. “The most important business—and parenting—book of the year.” —Forbes “Urgent and important. . . an essential read for bosses, parents, coaches, and anyone who cares about improving performance.” —Daniel H. Pink Shortlisted for the Financial Times/McKinsey Business Book of the Year Award Plenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. If you dabble or delay, you’ll never catch up to the people who got a head start. But a closer look at research on the world’s top performers, from professional athletes to Nobel laureates, shows that early specialization is the exception, not the rule. David Epstein examined the world’s most successful athletes, artists, musicians, inventors, forecasters and scientists. He discovered that in most fields—especially those that are complex and unpredictable—generalists, not specialists, are primed to excel. Generalists often find their path late, and they juggle many interests rather than focusing on one. They’re also more creative, more agile, and able to make connections their more specialized peers can’t see. Provocative, rigorous, and engrossing, Range makes a compelling case for actively cultivating inefficiency. Failing a test is the best way to learn. Frequent quitters end up with the most fulfilling careers. The most impactful inventors cross domains rather than deepening their knowledge in a single area. As experts silo themselves further while computers master more of the skills once reserved for highly focused humans, people who think broadly and embrace diverse experiences and perspectives will increasingly thrive.

Every person in every function of every organization is involved in solving problems. They show up in your email inbox, in meetings, in your own work. They are strategic and tactical, mundane and breakthrough, easy and difficult. Most organizations want to, and need to, improve their people's problem-solving efforts, and so they offer them tools, templates, and training. Yet this is not where the leverage for impact is found. People Solve Problems: The Power of Every Person, Every Day, Every Problem explores the real leverage to improve your problem solving. In the first section of the book, we explore the problem with problem solving, including both the value and limits of tools and templates. We also explore the marriage of problem solving and standards. Building on that start, People Solve Problems is built on four primary domains. After setting up the challenge, we start by exploring People-Centered Capabilities. These capabilities are tool agnostic, equally applicable to any chosen problem-solving method or no method at all. This includes a wide range of capabilities from creating problem statements to integrating intuition into problem solving. Next, we cover Problem-Solving Culture. These chapters outline the culture needed in the organization or the personal behaviors you must master to be successful in problem solving. The behaviors explored range from deliberately learning through problem solving to building transparency, vulnerability, and trust. In the third section, we dive into Success through Coaching. Problem solving is unlike other practices, training is incredibly insufficient, and coaching is the major driver of success. This section addresses the why, who, when, where, and of course the important how of coaching. Finally, we explore the Role of the Leader, whether the CEO or a team leader, in building an environment where problem solving can thrive. The leader must be the architect of their problem-solving systems, a shaper of culture, and a framer of problems. Problem-solving effectiveness is critical to success for both the problems you already know about and those you have not yet experienced. People Solve Problems will you help you, and those you lead, to be more effective now and in the future.

This book is addressed to people with research interests in the nature of mathematical thinking at any level, topeople with an interest in "higher-order thinking skills" in any domain, and to all mathematics teachers. The focal point of the book is a framework for the analysis of complex problem-solving behavior. That framework is presented in Part One, which consists of Chapters 1 through 5. It describes four qualitatively different aspects of complex intellectual activity: cognitive resources, the body of facts and procedures at one's disposal; heuristics, "rules of thumb" for making progress in difficult situations; control, having to do with the efficiency with which individuals utilize the knowledge at their disposal; and belief systems, one's perspectives regarding the nature of a discipline and how one goes about working in it. Part Two of the book, consisting of Chapters 6 through 10, presents a series of empirical studies that flesh out the analytical framework. These studies document the ways that competent problem solvers make the most of the knowledge at their disposal. They include observations of students, indicating some typical roadblocks to success. Data taken from students before and after a series of intensive problem-solving courses document the kinds of learning that can result from carefully designed instruction. Finally, observations made in typical high school classrooms serve to indicate some of the sources of students' (often counterproductive) mathematical behavior.