A wide-ranging collection of essays in honour of Britain's leading historian of the international relations of the great powers in the twentieth century. The essays examine aspects of North Atlantic, European and Middle Eastern diplomacy.

Over 90 percent of US power generation comes from large, centralized, highly polluting, nonrenewable sources of energy. It is delivered through long, brittle transmission lines, and then is squandered through inefficiency and waste. But it doesn't have to be that way. Communities can indeed produce their own local, renewable energy. Power from the People explores how homeowners, co-ops, nonprofit institutions, governments, and businesses are putting power in the hands of local communities through distributed energy programs and energy-efficiency measures. Using examples from around the nation - and occasionally from around the world - Greg Pahl explains how to plan, organize, finance, and launch community-scale energy projects that harvest energy from sun, wind, water, and earth. He also explains why community power is a necessary step on the path to energy security and community resilience - particularly as we face peak oil, cope with climate change, and address the need to transition to a more sustainable future. This book - the second in the Chelsea Green Publishing Company and Post Carbon Institute's Community Resilience Series - also profiles numerous communitywide initiatives that can be replicated elsewhere.

An overview of naturalistic decision making, which views people as inherently skilled and experienced.

“Urgent work, by the foremost champion of ‘progressive capitalism.’ ” —The New Yorker An authoritative account of the dangers of unfettered markets and monied politics, People, Power, and Profits shows us an America in crisis. The American people, however, are far from powerless, and Joseph Stiglitz provides an alternative path forward through his vision of progressive capitalism, with a comprehensive set of political and economic changes.

This book concerns the wanting, getting, and giving of power. Recent advances in medicine, sociology, and psychology have deepened our understanding of the motives, skills, and experience that operate between leaders and those who are led. Since power is about decision-making, it figures not only in offi cial institutions but in other organizations, including political parties, pressure groups, trade associations, business enterprises, trade unions, and many other types of organizations.A general theory of the political personality is set forth here. Lasswell describes the process by which power becomes a value of first importance and the way appropriate skills in exercising power are acquired. He shows that special political types such as agitators or administrators are related to basic types of character that contribute to how they lead. Finally, his analysis offers original perspectives to understand democratic leadership.Lasswell offers definite suggestions for perfecting self-observatories in national and world affairs and for forming democratic personalities, selecting and training democratic leaders, and reducing destructive conflicts in human relationships. Power and Personality followed the author's 1930 work Psychopathology and Politics, which was widely hailed for its pioneering approach. Power and Personality reevaluated the entire issue of the relationship between psychology and politics in the light of subsequent experience and scientific developments since publication of that earlier work. Lasswell's ideas continue to carry great weight and persuasiveness.

This book concerns the wanting, getting, and giving ofpower. Recent advances in medicine, sociology, and psychologyhave deepened our understanding of the motives,skills, and experience that operate between leaders andthose who are led. Since power is about decision-making,it figures not only in offi cial institutions but in otherorganizations, including political parties, pressure groups,trade associations, business enterprises, trade unions, andmany other types of organizations. A general theory of the political personality is set forthhere. Lasswell describes the process by which power becomesa value of fi rst importance and the way appropriateskills in exercising power are acquired. He shows thatspecial political types such as agitators or administratorsare related to basic types of character that contribute tohow they lead. Finally, his analysis off ers original perspectivesto understand democratic leadership. Lasswell offers definite suggestions for perfecting"self-observatories" in national and world affairs and forforming democratic personalities, selecting and trainingdemocratic leaders, and reducing destructive conflicts inhuman relationships. Power and Personality followed theauthor's 1930 work Psychopathology and Politics, whichwas widely hailed for its pioneering approach. Power andPersonality reevaluated the entire issue of the relationshipbetween psychology and politics in the light of subsequentexperience and scientifi c developments since publicationof that earlier work. Lasswell's ideas continue to carrygreat weight and persuasiveness. Harold D. Lasswell served as FordFoundation Professor of the Social Sciencesat Yale University, DistinguishedProfessor of Policy Sciences at John JayCollege of the City University of NewYork, and as professor of political scienceat the University of Chicago. He was apast president of the American PoliticalScience Association and author of manybooks covering the full range of political and policy research. Peter deLeon is director of the doctorate program and professorat the School of Public Aff airs, University of Colorado, Denver.In 2000 he received the distinguished Harold D. Lasswell Awardfrom the Policy Studies Organization. He is the author ofThinking about Political Corruption, Democracy and the PolicySciences, and Advice and Consent.

If you want to "change lives, change organizations, change the world," the Stanford business school’s motto, you need power. Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don’t blame the tool for how some people used it. If fully understood and harnessed effectively, power skills and understanding become the keys to increasing salaries, job satisfaction, career advancement, organizational change, and, happiness. In 7 Rules of Power, Jeffrey Pfeffer, professor of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular—with life-changing results often achieved in 8 or 10 weeks. Rooted firmly in social science research, Pfeffer’s 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance. The 7 rules are: 1) Get out of your own way. 2) Break the rules. 3) Show up in powerful fashion. 4) Create a powerful brand. 5) Network relentlessly. 6) Use your power. 7) Understand that once you have acquired power, what you did to get it will be forgiven, forgotten, or both. With 7 Rules of Power, you’ll learn, through both numerous examples as well as research evidence, how to accomplish change in your organization, your life, the lives of others, and the world.