JewishLithuanian Political Co. Discusses the political cooperation between Jews and Lithuanians in the Tsarist Empire from the last decades of the 19th century until the early 1920s. These years saw the transformation of both Jewish and Lithuanian political life. Within the Jewish community, the previously dominant integrationists were now challenged both by those who believed that the Jews were not a religious but an ethnic or proto-nationalist group and those who believed that only with the abolition of capitalism and the establishment of a socialist state would Jewish integration be possible. Among the Lithuanians, the

Discusses the political cooperation between Jews and Lithuanians in the Tsarist Empire from the last decades of the 19th century until the early 1920s. These years saw the transformation of both Jewish and Lithuanian political life. Within the Jewish community, the previously dominant integrationists were now challenged both by those who believed that the Jews were not a religious but an ethnic or proto-nationalist group and those who believed that only with the abolition of capitalism and the establishment of a socialist state would Jewish integration be possible. Among the Lithuanians, the emergence of a modern national identity became increasingly prevalent.

Jesse Kauffman explains why Germany’s ambitious attempt at nation-building in Poland during WWI failed. The educational and political institutions Germany built for its satellite state could not alleviate Poland’s hostility to the plundering of its resources to fuel Germany’s war effort.

A pragmatic approach to business ethics is argued for in this volume, which demonstrates the usefulness of the approach by applying it to a variety of issues. These issues are broad and far-reaching and include the relations between rational and moral//ethical decision-making, the limits of loyalty to employers, the impact of trust on business and the role of commercial public opinion polling during elections. The author also covers advertising, tobacco promotion, manufacture and marketing of armaments, concentration and taxation of wealth, and the North American Free Trade Agreement.

Printed in full color. Software development happens in your head. Not in an editor, IDE, or designtool. You're well educated on how to work with software and hardware, but what about wetware--our own brains? Learning new skills and new technology is critical to your career, and it's all in your head. In this book by Andy Hunt, you'll learn how our brains are wired, and how to take advantage of your brain's architecture. You'll learn new tricks and tipsto learn more, faster, and retain more of what you learn. You need a pragmatic approach to thinking and learning. You need to Refactor Your Wetware. Programmers have to learn constantly; not just the stereotypical new technologies, but also the problem domain of the application, the whims of the user community, the quirks of your teammates, the shifting sands of the industry, and the evolving characteristics of the project itself as it is built. We'll journey together through bits of cognitive and neuroscience, learning and behavioral theory. You'll see some surprising aspects of how our brains work, and how you can take advantage of the system to improve your own learning and thinking skills. In this book you'll learn how to: Use the Dreyfus Model of Skill Acquisition to become more expert Leverage the architecture of the brain to strengthen different thinking modes Avoid common "known bugs" in your mind Learn more deliberately and more effectively Manage knowledge more efficiently

Some of the most brutal and long-lasting civil wars of our time involve the rapid formation and disintegration of alliances among warring groups, as well as fractionalization within them. It would be natural to suppose that warring groups form alliances based on shared identity considerations - such as Christian groups allying with Christian groups - but this is not what we see. Two groups that identify themselves as bitter foes one day, on the basis of some identity narrative, might be allies the next day and vice versa. Nor is any group, however homogeneous, safe from internal fractionalization. Rather, looking closely at the civil wars in Afghanistan and Bosnia and testing against the broader universe of fifty-three cases of multiparty civil wars, Fotini Christia finds that the relative power distribution between and within various warring groups is the primary driving force behind alliance formation, alliance changes, group splits and internal group takeovers.

The New York Times Bestelling guide for managers and executives. Introducing the new, realistic loyalty pact between employer and employee. The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies. As a manager you want your employees to help transform the company for the future. And your employees want the company to help transform their careers for the long term. But this win-win scenario will happen only if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low. We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So, paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations. By putting this new alliance at the heart of your talent management strategy, you’ll not only bring back trust, you’ll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world. These individuals, flexible, creative, and with a bias toward action, thrive when they’re on a specific “tour of duty”—when they have a mission that’s mutually beneficial to employee and company that can be completed in a realistic period of time. Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today’s world of constant innovation and fast-paced change.