Politics may be the art of compromise, but accepting a compromise can be hazardous to a politician's health. Politicians worry about betraying faithful supporters, about losing the upper hand on an issue before the next election, that accepting half a loaf today can make it harder to get the whole loaf tomorrow. In his original interpretation of competition between parties and between Congress and the president, Gilmour explains the strategies available to politicians who prefer to disagree and uncovers the lost opportunities to pass important legislation that result from this disagreement.Strategic Disagreement, theoretically solid and rich in evidence, will enlighten Washington observers frustrated by the politics of gridlock and will engage students interested in organizational theory, political parties, and divided government.

Why is Congress mired in partisan polarization? The conventional answer is that members of Congress and their constituencies fundamentally disagree with one other along ideological lines. But Gregory Koger and Matthew J. Lebo uncover a more compelling reason that today’s political leaders devote so much time to conveying their party’s positions, even at the expense of basic government functions: Both parties want to win elections. In Strategic Party Government, Koger and Lebo argue that Congress is now primarily a forum for partisan competition. In order to avoid losing, legislators unite behind strong party leaders, even when they do not fully agree with the policies their party is advocating. They do so in the belief that party leaders and voters will reward them for winning—or at least trying to win—these legislative contests. And as the parties present increasingly united fronts, partisan competition intensifies and pressure continues to mount for a strong party-building strategy—despite considerable disagreement within the parties. By bringing this powerful but underappreciated force in American politics to the forefront, Koger and Lebo provide a new interpretation of the problems facing Congress that is certain to reset the agenda for legislative studies.

“An excellent workbook-like guide” to the nuts and bolts of professional conflict and the strategies you need to make conflict work for you (Booklist, starred review). Every workplace is a minefield of conflict, and all office tension is shaped by power. Making Conflict Work teaches you to identify the nature of a conflict, determine your power position relative to anyone opposing you, and use the best strategy for achieving your goals. These strategies are equally effective for executives, managers and their direct reports, consultants, and attorneys—anyone who has ever had a disagreement with someone in their organization. Packed with helpful self-assessment exercises and action plans, this book gives you the tools you need to achieve greater satisfaction and success. “A genuine winner.” —Robert B. Cialdini, author of Influence “This book is a necessity . . . Read it.” —Leymah Gbowee, 2011 Nobel Peace Prize laureate and Liberian peace activist “Innovative and practical.” —Lawrence Susskind, Program on Negotiation cofounder “Navigating conflict effectively is an essential component of leadership. Making Conflict Work illustrates when to compromise and when to continue driving forward.” —Hon. David N. Dinkins, 106th mayor of the City of New York “An excellent workbook-like guide.” —Booklist, starred review

Making strategy requires undertaking major—often irreversible—decisions aimed at long-term success in an uncertain future. All leaders must formulate a clear course of action, yet many lack confidence in their ability to think systematically about their strategy. They struggle to apply the abstract lessons offered by conventional approaches to strategic analysis to their unique contexts. Making Great Strategy resolves these challenges with a straightforward, readily applicable framework. Jesper B. Sørensen and Glenn R. Carroll show that one factor underlies all sustainably successful strategies: a logically coherent argument that connects resources, capabilities, and environmental conditions to desired outcomes. They introduce a system for formulating and managing strategy through a set of three core activities: visualization, formalization and logic, and constructive argumentation. These activities can be implemented in any organization and are illustrated through examples and case studies from well-known companies such as Apple, Walmart, and The Economist. This book shows that while great strategic thinking is hard, it is not a mystery. Widely applicable and relevant for managers and leaders at all levels, especially executive teams charged with setting the course of their organizations, it is essential reading for anyone faced with practical problems of strategic management.

Selected as a Financial Times Best Book of 2013 In Strategy: A History, Sir Lawrence Freedman, one of the world's leading authorities on war and international politics, captures the vast history of strategic thinking, in a consistently engaging and insightful account of how strategy came to pervade every aspect of our lives. The range of Freedman's narrative is extraordinary, moving from the surprisingly advanced strategy practiced in primate groups, to the opposing strategies of Achilles and Odysseus in The Iliad, the strategic advice of Sun Tzu and Machiavelli, the great military innovations of Baron Henri de Jomini and Carl von Clausewitz, the grounding of revolutionary strategy in class struggles by Marx, the insights into corporate strategy found in Peter Drucker and Alfred Sloan, and the contributions of the leading social scientists working on strategy today. The core issue at the heart of strategy, the author notes, is whether it is possible to manipulate and shape our environment rather than simply become the victim of forces beyond one's control. Time and again, Freedman demonstrates that the inherent unpredictability of this environment-subject to chance events, the efforts of opponents, the missteps of friends-provides strategy with its challenge and its drama. Armies or corporations or nations rarely move from one predictable state of affairs to another, but instead feel their way through a series of states, each one not quite what was anticipated, requiring a reappraisal of the original strategy, including its ultimate objective. Thus the picture of strategy that emerges in this book is one that is fluid and flexible, governed by the starting point, not the end point. A brilliant overview of the most prominent strategic theories in history, from David's use of deception against Goliath, to the modern use of game theory in economics, this masterful volume sums up a lifetime of reflection on strategy.

The Strategic Triangle is based on a conference held in Potsdam, Germany, and a workshop at the Woodrow Wilson Center.

Can America Govern Itself? brings together a diverse group of distinguished scholars to analyze how rising party polarization and economic inequality have affected the performance of American governing institutions. It is organized around two themes: the changing nature of representation in the United States; and how changes in the political environment have affected the internal processes of institutions, overall government performance, and policy outcomes. The chapters in this volume analyze concerns about power, influence and representation in American politics, the quality of deliberation and political communications, the management and implementation of public policy, and the performance of an eighteenth century constitution in today's polarized political environment. These renowned scholars provide a deeper and more systematic grasp of what is new, and what is perennial in challenges to democracy at a fraught moment.