Meeting Without Knowing It compares Rudyard Kipling and W.B. Yeats in the formative phase of their careers, from their births in 1865 up to 1903. The argument consists of parallel readings wed to a biographic structure. Reading the two poets in parallel often yields remarkable discursive echoes. For example, both men were similarly preoccupied with the visual arts, with heroism, with folklore, balladry and the demotic voice. Both struck vatic postures, and made bids for public authority premised on an appeal to what they considered the 'mythopoeic' impulse in fin de siècle culture. My methodology consists in identifying these mutual echoes in their poetry and political rhetoric, before charting them against intersections in their lives. Kipling and Yeats were, for much of their careers, irreconcilable political enemies. However, a cross-reading of the two poets' bardic ambitions, heroic tropes and interpretations of history reveals that, to achieve their opposed political ends, they frequently partook of a common discourse. Supplementing this analysis with biographical context, we can trace these shared concerns to their late 19th century artistic upbringing, and to the closely linked social circles which they inhabited in fin de siècle London. It is, in fact, their very mutuality during the 1890s which lent rancour to their ideological division after the Boer War. In turn, acrimony and denunciation only served to bind together all the more intimately, in an argumentative spiral of revolving discourses, two men who were often proximate but who actually met only in cartoons and satirical gossip.

No organization made up of human beings is immune from the all-too-common meeting gripes: those that fail to engage, those that inadvertently encourage participants to tune out, and those that blatantly disregard participants' time. In The Surprising Science of Meetings, Steven G. Rogelberg draws from extensive research, analytics and data mining, and survey interviews to share the proven techniques that help managers and employees change the way they run meetings and upgrade the quality of their working hours.

What makes for a great meeting? As a leader, how can you keep discussions on point and productive? In How to Run a Meeting, Antony Jay argues that too many leaders fail to plan adequately for meetings. In this bestselling article, he defines the characteristics that contribute to success, from keeping formal minutes to acknowledging junior staff first. These guidelines will help you get demonstrably better results from every meeting you run. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

Tempest Agent Jackson Meyer's back. Just ... he barely survived the time jump forward to the year 3200 and another jump will probably kill him. Imprisoned by Eyewall, an opposition organization determined to shape the future according to their will, regardless of the human cost, Jackson needs to decide once and for all what really matters to him. Trying to save the people he loves - including Holly, one-time love of his life and in this timeline at least an Eyewall recruit - or risking everything to try to prevent this horrific future from ever taking place. But things are not always as they seem. And as the truth unravels, Jackson is forced to realise just how much love costs.