Could this happen to you? Gooks are known to be very playful. Suddenly, a Gook jumped out of my book to play with me. Then things got really wild as he pulled me in with some of his tricks. How to get that Gook back into the book ended up as a surprise by the Gook himself. A Read-to-me or Read-to-Myself Book.

Tang examines prejudices that he asserts John McCain has, and explains why itmatters.

Beginning in 1994, Brian Hartenstein dropped out of graduate school and accepted an English teaching position in the rural South Korean city of ChonJu, seeking adventure and meaning. Ten years later in 2004, after six years living and teaching abroad and experiencing every culture shock imaginable, Korea suddenly came to him in the form of his in laws surprisingly showing up on his doorstep with the birth of his first child and never leaving. Me Gook explores the dark and humorous side of multi culturalism, what it means to be an American from a foreign and expatriate perspective, and how our destinies trap and limit us but also set us free.

Originally published: Alpine, Texas: Front Street Press, 2001.

Based on classified documents and interviews, argues that American acts of violence against millions of Vietnamese civilians during the Vietnam War were a pervasive and systematic part of the war.

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

Written in the tradition of historians like Mary Beard and Stacy Schiff who find modern lessons in ancient history, this provocative narrative explores the lives of five remarkable pharaohs who ruled Egypt with absolute power, shining a new light on the country's 3,000-year empire and its meaning today. In a new era when democracies around the world are threatened or crumbling, best-selling author Kara Cooney turns to five ancient Egyptian pharaohs--Khufu, Senwosret III, Akenhaten, Ramses II, and Taharqa--to understand why many so often give up power to the few, and what it can mean for our future. As the first centralized political power on earth, the pharaohs and their process of divine kingship can tell us a lot about the world's politics, past and present. Every animal-headed god, every monumental temple, every pyramid, every tomb, offers extraordinary insight into a culture that combined deeply held religious beliefs with uniquely human schemes to justify a system in which one ruled over many. From Khufu, the man who built the Great Pyramid at Giza as testament to his authoritarian reign, and Taharqa, the last true pharaoh who worked to make Egypt great again, we discover a clear lens into understanding how power was earned, controlled, and manipulated in ancient times. And in mining the past, Cooney uncovers the reason why societies have so willingly chosen a dictator over democracy, time and time again.