A case study of why Third World countries are still poor, the premise of this book is that while some progress has been made in transforming the political economy of Ecuador, certain behaviors, beliefs and attitudes have kept the country from developing in ways that otherwise would have been possible. As the author asserts, for almost five centuries the cultural habits of Ecuadorian citizens have constituted a stumbling block for individual economic success. Still, he concludes, people's cultural values are not immutable: inconvenient customs can be changed or influenced by the economic success of immigrants. This is the challenge that Ecuador faces in the twenty-first century.

How well do we know our country? Whom do we include when we use the word "American"? These are not just contemporary issues but recurring and seemingly permanent questions Americans have asked themselves throughout their history-and questions that were ad

Perhaps the last great work of the Enlightenment, this landmark in intellectual history is the Marquis de Condorcet's homage to the human future emancipated from its chains and led by the progress of reason and the establishment of liberty. Writing in 1794, while in hiding, under sentence of death from the Jacobins in revolutionary France, Condorcet surveys human history and speculates upon its future. With William Godwin, he is the chief foil of Malthus's Essay on Population. Portrayed by Malthus as an elate and giddy optimist, Condorcet foresees a future of indefinite progress. Freed from ignorance and superstition, he argues that the human race stands on the threshold of epochal progress and limitless improvement. Condorcet defies modernist stereotypes of the right and the left. He is at once precursor of the free market and social democracy. This new edition of the original 1795 English translation, is the only English translation of a work of Condorcet currently in print.

"For nearly twenty years David Dawson was Lucian Freud's assistant, companion, and model. Freud moved in rarefied, powerful circles and was tenacious about protecting his privacy. He also carefully avoided distraction. With few exceptions, he wanted only those he knew well, like the late Bruce Bernard, to photograph him. David Dawson, however, was in a unique position, and as Freud became comfortable in the presence of Dawson's camera, photographing became part of the daily ritual of the studio. These photographs reveal in a most intimate way the subjects and the stages of paintings in progress. Few artists, if any, have had their lives and their work recorded over such a length of time. Despite Freud's sense of privacy, his circle was wide. Among those who regularly visited Freud were figures from the art world, including art historian John Richardson, and painters David Hockney, and Frank Auerbach, along with model Kate Moss and friends such as the Duke of Beaufort. The book begins in Freud's old studio in Holland Park and then records the artist in his eighteenth-century house in Kensington, the first floor of which was his final studio. Dawson also photographed Freud on his visits to look at masterpieces in various museums in New York, Amsterdam and Madrid. The book ends with views of the rooms in which Freud's own extraordinary collection of paintings was hung. It is the only record of the house itself before the dispersal of the art on his death, but ultimately, the photographs create an intimate portrait of the man. The final images in this book are of the hanging of Freud's work in his posthumous London exhibition at the National Portrait Gallery. Haunting and fascinating, this is a revelatory document about one of our most important and influential painters"--Provided by publisher

What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.

From dust jacket notes: "One of the best ways to learn how to paint is to look over the shoulder of a professional as he creates a painting - to listen to him talk as he works; follow his thoughts, his vision, and his intentions; and watch a painting in the process of becoming a work of art. Bernard Dunstan, a renowned British painter and teacher, invites you into his studio for a realistic look at the ups and downs of the creative process, the excitement as well as the mistakes and potential problems facing a painter, and how to correct or solve them and put them to work for you. His style - both in painting and writing - is fresh, relaxed and personal. This is a rather unusual book. Although the author presents his ideas as step-by-step painting progressions, he works intuitively from a series of notes or sketches, and lets them develop naturally into a single painting, or even a series of paintings.