The race to build the first time machine.

This book takes the reader through a journey of how fear of loss progressively creates barriers and bureaucracy that inevitably cause companies to fail -- and what leaders need to do to overcome these seemingly impenetrable walls. The greatest threat to an organization's success is not always the competition. Often, it is what a company does to itself. Because of fear, companies become plagued with barriers and bureaucracy that limit success, crush employees, and infuse frustration and a sense of futility across the enterprise. It starts with a narrowing of focus, which leads to the first level of bureaucracy: parochialism. Parochialism exists when managers and departments begin to view the world through the filter of their own little silo and build walls made of rules and policies to protect their turf. As businesses grow and become more complex, the second level of bureaucracy is reached: territorialism. While parochialism is about protecting a department from outsiders, territorialism is about controlling those inside the silo. The third and final level of bureaucracy is empire building, which is a response to perceived threats to a department's ability to be self-sufficient. These barriers cost organizations a fortune in inefficiency, turnover, waste, and demoralization. Tearing down these barriers is difficult, but it can be done. Parochialism can be eliminated by resetting rules and policies and refocusing on the ultimate mission of the organization. Territorialism can be eliminated by creating true empowerment, along with appropriate levels of accountability. Empire building can be addressed through shared goals and a set of guiding principles that help act as a referee in decision making. But that's not enough. Managers must also create a culture of courage to enable employees to take advantage of these new freedoms and accountabilities. Courage killers must be rooted out and dealt with swiftly and strongly. Finally, leaders must refocus on mission success rather than just checking off their part of the process, manage reference points, and engage employees. By doing all these things, an organization can become fearless and unstoppable.

Johnny Quinn shares his “wild dream” of playing in the NFL, being crushed after getting cut three times, losing $2.6 million in contracts, and blowing out his knee. At age thirty, when most professional athletes are considered “over the hill,” Johnny was competing for Team USA in the sport of bobsled at the 2014 Winter Olympics in Sochi, Russia. This book ushers readers through the valleys of life to the thrills of rocketing down icy mountains at 80+ mph with no seat belt. Discover how the author overcame failure on the road to achieving greatness. From an NFL failure to a US Olympian, Johnny Quinn had a “what’s next” attitude that led him to success he had never imagined. In Push, he looks at failure as a season of life rather than a death sentence. He provides incredible insight into the “what’s next” instead of “what could have been.” We all experience failure at some level; Quinn equips us to embrace change, accept risks, and learn to push through barriers, to live life on purpose.

As our daily lives and corporate well-being become more dependent upon computers, system reliability grows increasingly important. No longer are frequent system outages acceptable. In many cases, failure intervals must now be measured in centuries. Even current fault-tolerant computing systems will fail once every five or ten years. This book is the first in a three-part series on active/active systems. It describes techniques that can be used today for extending system failure times from years to centuries, often at little or no additional cost. The techniques described include splitting a large system into smaller, cooperating independent nodes. Copies of the application's database are distributed across the nodes. It is shown that these techniques significantly reduce the number of system failure modes and increase the level of sparing. As a result, the loss of a single node's capacity occurs far less frequently than the loss of all capacity when the equivalent monolithic system fails. Furthermore, the loss of more than one node's worth of capacity is almost never. Central to these techniques is the requirement that all database copies that are distributed across the network must be kept in synchronism. Several methods available today for maintaining synchronism are described. They include asynchronous data replication, synchronous data replication, and network transactions.

Busy people often become overwhelmed with short-term "crises", while postponing action on more important but longer-term activities. This unique career-and-time management workbook is designed to help managers define their goals, reclaim their valuable time, and focus their energies. Includes a full year's worth of daily/career planning forms. Charts, illustrations.

For nearly sixty years, the University of Oklahoma, in obedience to state law, denied admission to African Americans. Only in October 1948 did this racial barrier start to break down, when an elderly teacher named George McLaurin became the first African American to enroll at the university. McLaurin’s case, championed by the NAACP, drew national attention and culminated in a U.S. Supreme Court decision. In Breaking Down Barriers, distinguished historian David W. Levy chronicles the historically significant—and at times poignant—story of McLaurin’s two-year struggle to secure his rights. Through exhaustive research, Levy has uncovered as much as we can know about George McLaurin (1887–1968), a notably private person. A veteran educator, he was fully qualified for admission as a graduate student in the university’s School of Education. When the university denied his application, solely on the basis of race, McLaurin received immediate assistance from the NAACP and its lead attorney Thurgood Marshall, who brilliantly defended his case in state and federal courts. On his very first day of class, as Levy details, McLaurin had to sit in a special alcove, separate from the white students in the classroom. Photographs of McLaurin in this humiliating position set off a firestorm of national outrage. Dozens of other African American men and women followed McLaurin to the university, and Levy reviews the many bizarre contortions that university officials had to perform, often against their own inclinations, to accord with the state’s mandate to keep black and white students apart in classrooms, the library, cafeterias and dormitories, and the football stadium. Ultimately, in 1950, the U.S. Supreme Court, swayed by the arguments of Marshall and his co-counsel Robert Carter, ruled in McLaurin’s favor. The decision, as Levy explains, stopped short of toppling the decades-old doctrine of “separate but equal.” But the case led directly to the 1954 landmark decision in Brown v. Board of Education, which finally declared that flawed policy unconstitutional.

The African-American Community's Battle to Combat the U.S. Naval Academy's Legacy of Racism