When the tried and true formula for an organization’s performance (its game plan) begins to fail, it must change its game or become obsolete. Publicly recognizing that the old formula is becoming less useful and a new formula must be developed and implemented is difficult for most stakeholders, but for survival the stages of grief must be endured and the conclusion accepted. Moreover, the romance of the “grand old formula” must be overcome by the realization that a new and more attractive formula must be invented or found to replace it. The fate of thousands of organizations that did not change their games when WalMart came to town bears witness to the Iron Law of Capitalistic Markets: “Change your game when necessary to remain competitive”. As Mr. Sam Walton told my son, Mike, stay the course as long as you can, but be willing to change it when it’s not working. Clearly, Mr. Sam’s protégés got the message. This book describes game-changing designs using the latest research-based strategies for inside organizational participants from CEOs, Boards of Directors, top, middle and lower managers and participants, and those people outside with a stake in its continued performance. We have had the unique opportunity to understand from the “inside-out” both Mr. Sam Walton’s miracle at WalMart and the great turnaround at Cincinnati’s Procter and Gamble over the last 15 plus years. We conclude from these studies that Mr. Sam has become a modern patron saint of American game-changers. WalMart has been seen by most business reviewers as a clear business case study of a “stay the course” formula of “lowest price” for the customer, but our research shows that Mr. Sam created a “game-changing design culture”. Yes, Mr. Sam began to build his juggernaut using a “lowest price” strategy that changed the game by “shock and awe” strategies in small markets. Moreover, Mr. Sam next changed the game by employing advanced information technology to reduce supply chain costs and go international. Later, Mr. Sam changed the game again by partnering with his reluctant vendors and requiring that most large suppliers maintain a permanent WalMart team near WalMart headquarters in Bentonville, Arkansas. Later, Mr. Scott, the CEO successor to Mr. Sam, changed the game again by “going green”. In addition, the effective integrative partnering with originally adversarial supplier teams by Mike Graen’s coaches set of new standard for inter-organizational cooperation. Mr. Sam’s legacy continues to inspire new game-changing designs across many different kinds of organizations in America and beyond. Once CEOs understand that their competition is as bright and hard working as they and they need to leap-frog to new games, Mr. Sam’s examples of carefully designed and implemented game-changing research-based innovations become their bible. As our domestic and international markets have become increasingly discontinuous and what worked yesterday doesn’t work today, our CEOs should look to Mr. Sam’s approach that changed the game before his competitors many times.

Our corporate dominated world is resisting the best efforts of the “under 30s” to shape it into the information age. This eBook contains information about what the careers of the “under 30s” corporation will become. This was done examining recent trends in careers of “growing-tip” companies like Apple, Boeing, Microsoft and US and international design schools. The world of careers is changing fast, and the millennials – the generation of people who became adults around 2000, or in the decade or so after – have been right in the middle of it. From Independence Square in Kyiv to the streets of Caracas, from Taksim Square in Istanbul to Zuccoti Park in New York, and from Silicon Valley to Wall Street, it’s the 30-and-under crowd courageously leading the quest for different ways. Less invested in past approaches, tech-savvy to a fault, and painfully aware of the challenges left to them by earlier generations, they’re not willing to “settle” – to make the same compromises (and mistakes) they think their parents made. And although they sometimes get rapped for being self-centered, all the evidence I see – and I’ve taught thousands of them on two continents, and even have one in my own family -- suggests that the millennials represent real hope for the future. Please consider this a call to all millennials – here, in the pages of this book, are some of the means. Get out there and create the under-30s revolution. Solve the problems your parents couldn’t. Do it together, with a conscientious eye to what works for all involved. Get out there and save the world.

This book both acknowledges the complexity emerging from the three main components of leadership--the leader, the led, and the environment--while providing a sound, foundational structure in which the complexity of this area of study can be better understood.

“THE TRUE DIMENSION OF CITIES IS NOT SPACE, BUT TIME” (Konstantinos Doxiadis) This shift from the spatial dimension to that of time, places the focus on the individual’s scale of perception. How individuals spend their time shapes and infuses our environments with meaning, influencing social dynamics and cultural values. The Next Generation EU project exemplifies this shift by integrating lifestyle and environmental sustainability into urban planning. The goal is to facilitate a just transition to a circular economy, redefining not only the physical layout of cities but also the lived experience of its citizens within these evolving spaces. The evolution from the “Citizens’ Sustainable eXperience” to the “Communities’ Sustainable eXperience” , in the interdisciplinary research funded by the European Union, underscores a significant progression from individual to collective experience. UX, rooted in human-centered design, focuses on optimizing products and environments for personal use and satisfaction, CX expands these principles into the realm of more-than-human-centered design, where the focus extends beyond individual users to include wider community interactions and ecosystems. Therefore, the shift from UX to CX in urban planning and design is profoundly ethical. It calls for a paradigm that prioritizes collective well-being and sustainable development, inclusivity and cooperation.

Despite a wealth of theorizing and research about each concept, lobbying and norms still raise a number of interesting issues. Why do lobbyists and politicians engage in cooperative behavior? How does cooperative behavior in lobbying affect policy making? If democratic participation is good, why do we view lobbying as bad? Lobbying engenders debate about its effects on the political process and on policy development. Sociologists and other social scientists remain concerned about how norms emerge, the content of norms, how widely they are distributed, and how they are enforced. Political scientists study how interest groups work together and influence the political process. Based on the experience of the author, a former lobbyist, this book looks at the social norms of lobbying and how such norms work in a general framework of other norms and legal institutions in the political process. In developing this argument, John C. Scott claims that: Embedded social relationships and trust-based social norms underpin everyday interactions among policy actors. These relationships and norms have concrete impacts on the policy making process. Social relationships and norms inhibit participation in the political process by outside actors. The investigation is conducted through an innovative theoretical framework, combining existing theoretical perspectives from different disciplines, and using a variety of data and methods, including longitudinal quantitative and social network data, interviews with lobbyists, activists, and policymakers, and anecdotal and historical examples. The Social Process of Lobbying provides refreshingly new empirical evidence and theoretical analysis on how networks of trust are neither all good nor all bad but are ambivalent: they can both improve policy and fuel collusion.

You understand the basic concepts of game design: gameplay, user interfaces, core mechanics, character design, and storytelling. Now you want to know how to apply them to the shooter games genre. This focused guides gives you exactly what you need. It walks you through the process of designing for the shooter game genre and shows you how to use the right techniques to create fun and challenging experiences for your players.

"Level Up! The Guide to Great Video Game Design" is the ultimate handbook for gamers of all levels. Whether you're a casual player or a seasoned pro, this book has something for everyone. With detailed guides on popular games, tips and tricks to improve your skills, and insights into the gaming industry, you'll be able to take your gaming to the next level. Learn how to master your favorite games with step-by-step instructions and expert advice. Discover new games and genres to explore, and get insider knowledge on the latest gaming trends. From PC to console to mobile gaming, this book covers it all. But "Level Up! The Guide to Great Video Game Design" isn't just about playing games – it's also about building a community around your passion. Find out how to connect with other gamers, join online communities, and even start your own gaming channel or stream. Packed with valuable information and entertaining anecdotes, "Guide to Gaming" is a must-read for anyone who loves gaming.