"A Rule Is To Break says: Go ahead and throw your best self a party! So glad it exists."—Kristin Hersh, Throwing Muses "After encountering the lively little anarchist in John and Jana's delightful A Rule is To Break, I will always remember the playful little devil with a mind of her own. A children's book on anarchy seems somehow just right: an instinctive, intuitive sense of fairness, community, and interdependence sits naturally enough with a desire for participatory democracy, self-determination, and peace and global justice."—Bill Ayers, author of To Teach: The Journey in Comics and Fugitive Days Simply celebrating childhood: the joy, the wonder of discovery, the spontaneity, and strong emotions. . . . Wild Child is free to do as she pleases. A Rule Is To Break: A Child's Guide to Anarchy follows Wild Child as she learns about just being herself and how that translates into kid autonomy. It presents the ideas of challenging societal expectations and tradition and expressing yourself freely in kid-terms that are both funny and thought provoking—it even functions as a guidebook for adults to understand what it is to be a critically thinking, creative individual. Wild Child is the role model for disobedience that is sometimes civil. John Seven and Jana Christy's previous collaboration The Ocean Story won Creative Child magazine's 2011 Creative Child Award Seal of Excellence and was shortlisted for the 2012 Green Earth Book Award.

Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level. The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Gallup presents the remarkable findings of its massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup’s research were invariably those who excelled at turning each employee’s talent into performance. In today’s tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. The authors explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her — they define the right outcomes rather than the right steps; how they motivate people — they build on each person’s unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people — they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research — which initially generated thousands of different survey questions on the subject of employee opinion — finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.

“Imagination may be thought of as a ‘work-around.’ It is a resourceful tactic to ‘undo’ a rule by creating a path around it without necessarily defying it. . . . Transgression, on the other hand, is rule breaking. There is no pretense of reinterpretation; it is defiance pure and simple. Whether imagination or disobedience is the source, constraints need not constrain, ties need not bind.” So writes Kenneth A. Shepsle in his introduction to Rule Breaking and Political Imagination. Institutions are thought to channel the choices of individual actors. But what about when they do not? Throughout history, leaders and politicians have used imagination and transgression to break with constraints upon their agency. Shepsle ranges from ancient Rome to the United States Senate, and from Lyndon B. Johnson to the British House of Commons. He also explores rule breaking in less formal contexts, such as vigilantism in the Old West and the CIA’s actions in the wake of 9/11. Entertaining and thought-provoking, Rule Breaking and Political Imagination will prompt a reassessment of the nature of institutions and remind us of the critical role of political mavericks.

'Learn the rules like a pro so you can break them like an artist' - Picasso Whether it's through disrupting a routine, turning an idea on its head or challenging the norm, Brief Lessons in Rule Breaking will give you the confidence to take creative risks and experiment, free from self-doubt. Be inspired by the artistic avant garde with wise words from Abramovic, Duchamp and more.

In this groundbreaking work of ecstatic criticism, Carole Maso shows why she has risen, over the past fifteen years, as one of the brightest stars in the literary firmament. Ever refusing to be marginalized or categorized by genre, Maso is an incisive, compassionate writer who deems herself daughter of William Carlos Williams, a pioneer in combining poetry and fiction with criticism, journalism, and the visual arts. She is daughter, too, of Allen Ginsberg, who also came from Paterson, New Jersey. Known for her audacity, whether exploring language and memory or the development of the artistic soul, Maso here gives us a form–challenging collection, intelligent, and persuasive.

Eli Michaels is the school "goody two-shoes." As the son of a well-known pastor, Eli is expected to do the right thing at all times. But when Eli tries out for the football team, he's expected to go along with team traditions. And one of the traditions means breaking school rules and defacing school property. Will Eli try to break out of his goody two-shoes role to join the team?

Starr Media Second-Assistant Survival Guide 1. Don't call your hot boss the antichrist to his face. 2. Don't stare at hot boss's...um, package or his full sleeve of tattoos. (No. Really. Stop!) 3. Don't get on the malicious first assistant's bad side. 4. Don't forget to memorize the 300-page employee manual. 5. If you value your cashmere, steer clear of boss’s dog. 6. Boss’s dimples are lust-inducing. Do. Not. Give. In. 7. “The elevator ate your clothes” is not a valid excuse for showing up to important meetings half-dressed. 8. Don't break seven of the rules within the first week of employment if you’re in dire need of money to support your sick mom. 9. Whatever you do, don’t fall for the boss. 10. Never forget the rules. Each book in the Rule Breakers series is a standalone, full-length story that can be enjoyed out of order. Series Order: Book #1 The Rule Book Book #2 The Rule Maker

“In this groundbreaking book, Francesca Gino shows us how to spark creativity, excel at work, and become happier: By learning to rebel.” — Charles Duhigg, New York Times bestselling author of The Power of Habit and Smarter Faster Better Do you want to follow a script — or write your own story? Award-winning Harvard Business School professor Francesca Gino shows us why the most successful among us break the rules, and how rebellion brings joy and meaning into our lives. Rebels have a bad reputation. We think of them as troublemakers, outcasts, contrarians: those colleagues, friends, and family members who complicate seemingly straightforward decisions, create chaos, and disagree when everyone else is in agreement. But in truth, rebels are also those among us who change the world for the better with their unconventional outlooks. Instead of clinging to what is safe and familiar, and falling back on routines and tradition, rebels defy the status quo. They are masters of innovation and reinvention, and they have a lot to teach us. Francesca Gino, a behavioral scientist and professor at Harvard Business School, has spent more than a decade studying rebels at organizations around the world, from high-end boutiques in Italy’s fashion capital, to the World’s Best Restaurant, to a thriving fast food chain, to an award-winning computer animation studio. In her work, she has identified leaders and employees who exemplify “rebel talent,” and whose examples we can all learn to embrace. Gino argues that the future belongs to the rebel — and that there’s a rebel in each of us. We live in turbulent times, when competition is fierce, reputations are easily tarnished on social media, and the world is more divided than ever before. In this cutthroat environment, cultivating rebel talent is what allows businesses to evolve and to prosper. And rebellion has an added benefit beyond the workplace: it leads to a more vital, engaged, and fulfilling life. Whether you want to inspire others to action, build a business, or build more meaningful relationships, Rebel Talent will show you how to succeed — by breaking all the rules.

Recent controversies surrounding the war on terror and American intervention in Iraq and Afghanistan have brought rule of law rhetoric to a fevered pitch. While President Obama has repeatedly emphasized his Administration’s commitment to transparency and the rule of law, nowhere has this resolve been so quickly and severely tested than with the issue of the possible prosecution of Bush Administration officials. While some worry that without legal consequences there will be no effective deterrence for the repetition of future transgressions of justice committed at the highest levels of government, others echo Obama’s seemingly reluctant stance on launching an investigation into allegations of criminal wrongdoing by former President Bush, Vice President Cheney, Secretary Rumsfeld, and members of the Office of Legal Counsel. Indeed, even some of the Bush Administration’s harshest critics suggest that we should avoid such confrontations, that the price of political division is too high. Measured or partisan, scholarly or journalistic, clearly the debate about accountability for the alleged crimes of the Bush Administration will continue for some time. Using this debate as its jumping off point, When Governments Break the Law takes an interdisciplinary approach to the legal challenges posed by the criminal wrongdoing of governments. But this book is not an indictment of the Bush Administration; rather, the contributors take distinct positions for and against the proposition, offering revealing reasons and illuminating alternatives. The contributors do not ask the substantive question of whether any Bush Administration officials, in fact, violated the law, but rather the procedural, legal, political, and cultural questions of what it would mean either to pursue criminal prosecutions or to refuse to do so. By presuming that officials could be prosecuted, these essays address whether they should. When Governments Break the Law provides a valuable and timely commentary on what is likely to be an ongoing process of understanding the relationship between politics and the rule of law in times of crisis. Contributors: Claire Finkelstein, Lisa Hajjar, Daniel Herwitz, Stephen Holmes, Paul Horwitz, Nasser Hussain, Austin Sarat, and Stephen I. Vladeck.