You have a lot to offer family, friends, business colleagues, bosses and clients, but sometimes it seems they just don't appreciate what you've done or what you can do for them. In Prism of Value, Liz Wainger will help you reframe the way you communicate to make your messages clear and help others see the value you can bring into their lives. Through personal stories and real-world examples of both good and bad communication styles, she will help you see how the message you think you're sending is not necessarily the message that's being received. Prism of Value takes you step-by-step through the process of discovering your value and building a strong message to convey that value to others. You will learn about the power of clarity, how to choose words that communicate value, what makes a good message "bite," how to find your own "shtick," and ways to weave a powerful story to deposit in your personal story bank. This book will show you ways to grab the attention of those around you and ways to work successfully with those drawn into your orbit. Learn how to battle the "word mongers," those who seek to demonstrate their power by pulling out their red pen and then slow your progress. You'll see how to keep your ego in check, prevent "communication crashes," and take the extra step that will set you apart from the pack. Whether you're trying to improve communications with your spouse or kids, apply for a new job, sign that big client, or get the promotion you deserve, you'll find tips for success in Prism of Value.

A sweeping, authoritative and accessible overview of major issues in the global economy from a Marxist perspective.

Through a careful examination of religious and philosophical literature, the contributors to the volume analyze, compare and assess diverse Western, Islamic, Hindu and East Asian perspectives concerning the appropriate criteria that should govern the decision to resort to the use of armed force and, once that decision is made, what constraints should govern the actual conduct of military operations. In doing so, the volume promotes a better understanding of the various ways in which diverse peoples and societies within the global community approach the question of what constitutes the legitimate use of military force as an instrument of policy in the resolution of conflicts.

Many scholars discuss Marx’s Capital from many perspectives, but Accounting for Value uniquely advances and defends an ‘accounting interpretation’ of his theory of value, that he used it to explain capitalists’ accounts. It confirms and builds on the Temporal Single-System Interpretation’s refutation of the charge that Marx’s illustration of the ‘transformation from values to prices’ is inconsistent, and its defense of his ‘Law of the Tendential Fall in the Rate of Profit’. It rejects other interpretations by showing that only a ‘temporal’, ‘single-system’ interpretation is consistent with Marx’s accounting. The book shows that Marx became seriously interested in accounts from the late 1850s during an important period in the development of his critique of political economy, asking Engels for information and explanations. Examining their letters in the context of Marx’s evolving work, it argues, supports the hypothesis that discovering he could explain them with his theory of value gave him the breakthrough he needed to decide how to present his work and explains why, in 1862, he decided to change its title to Capital. Marx’s explanations of capitalist accounting, it concludes, amount to an ‘accounting theory’ that explains how individual capitalists and the capital market use what is, for many, the ‘invisible hand’ of accounting to control the production and distribution of surplus value. Marx claimed his theory of value was a work of ‘science’, a critique of political economy that would deliver a ‘theoretical blow’ from which the bourgeoisie would ‘never recover’. He failed, critics argue, because his critique depends on hypothetical entities, which we cannot directly observe, such as ‘value’ and ‘abstract labour’, ‘surplus value’, which means his theory is not open to empirical refutation. The book, however, argues that he used his theory of value to explain the ‘phenomenal forms’ of ‘profit’, ‘rate of profit’, etc., by explaining the observable accounting principles and practices capitalists use to calculate and control them, in which, as he said, we can ‘glimpse’ the determination of value by socially necessary labor time, which experience could have refuted.

Grassroots organizing and collective action have always been fundamental to American democracy but have been burgeoning since the 2016 election, as people struggle to make their voices heard in this moment of societal upheaval. Unfortunately much of that action has not had the kind of impact participants might want, especially among movements representing the poor and marginalized who often have the most at stake when it comes to rights and equality. Yet, some instances of collective action have succeeded. What’s the difference between a movement that wins victories for its constituents, and one that fails? What are the factors that make collective action powerful? Prisms of the People addresses those questions and more. Using data from six movement organizations—including a coalition that organized a 104-day protest in Phoenix in 2010 and another that helped restore voting rights to the formerly incarcerated in Virginia—Hahrie Han, Elizabeth McKenna, and Michelle Oyakawa show that the power of successful movements most often is rooted in their ability to act as “prisms of the people,” turning participation into political power just as prisms transform white light into rainbows. Understanding the organizational design choices that shape the people, their leaders, and their strategies can help us understand how grassroots groups achieve their goals. Linking strong scholarship to a deep understanding of the needs and outlook of activists, Prisms of the People is the perfect book for our moment—for understanding what’s happening and propelling it forward.

The Performance Prism takes a radically different look at performance measurement, and sets out explicitly to identify how managers can use measurement data to improve business performance.