[This book] analyzes the reasons behind President Truman's most controversial decision. Delineating what was known and not known by American leaders at the time, [it] evaluates the roles of U.S.-Soviet relations and of American domestic politics.-Dust jacket.

In this concise account of why America used atomic bombs against Japan in 1945, Walker analyzes the reasons behind President Truman's most controversial decision and evaluates the roles of U.S.-Soviet relations and of American domestic politics.

A thought-provoking analysis of the bombing of Hiroshima and Nagasaki—and what might have happened if conventional weapons were used instead. It has always been a difficult concept to stomach—that the atomic bombs dropped on Hiroshima and Nagasaki in 1945, causing such horrific suffering and destruction, also brought about peace. Attitudes toward the event have changed through the years, from grateful relief that World War II was ended to widespread condemnation of the United States. Atomic Salvation investigates the full situation—examining documents from both Japanese and Allied sources, but also using in-depth analysis to extend beyond the mere recounting of statistics. It charts the full extent of the possible casualties on both sides had a conventional assault akin to D-Day gone ahead against Japan. The work is not concerned solely with the military necessity to use the bombs; it also investigates why that necessity has been increasingly challenged over the successive decades. Controversially, the book demonstrates that Japan would have suffered far greater casualties—likely around 28 million—if the nation had been attacked in the manner by which Germany was defeated: by amphibious assault, artillery and air attacks preceding infantry insertion, and finally by subduing the last of the defenders of the enemy capital. It also investigates the enormous political pressure placed on America as a result of their military situation. The Truman administration had little choice but to use the new weapon given the more than a million deaths that Allied forces would undoubtedly have suffered through conventional assault. By chartingreaction to the bombings over time, Atomic Salvation shows that there has been relentless pressure on the world to condemn what at the time was seen as the best, and only, military solution to end the conflict. Never has such an exhaustive analysis been made of the necessity behind bringing World War II to a halt.

The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve. “Might be the most thoughtful management book ever.”—Fast Company For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable. As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the twenty-five movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as: • Give a good idea to a mediocre team and they will screw it up. But give a mediocre idea to a great team and they will either fix it or come up with something better. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. Creativity, Inc. has been significantly expanded to illuminate the continuing development of the unique culture at Pixar. It features a new introduction, two entirely new chapters, four new chapter postscripts, and changes and updates throughout. Pursuing excellence isn’t a one-off assignment but an ongoing, day-in, day-out, full-time job. And Creativity, Inc. explores how it is done.