Applied in an integrated way, this seven-method strategy provides a model for influencing behavior, minimizing resistance, and sustaining an organization that is continuously adapting and self-renewing.

Silicon Valley expert Robert Chesnut shows that companies that do not think seriously about a crucial element of corporate culture—integrity—are destined to fail. “Show of hands—who in this group has integrity?” It’s with this direct and often uncomfortable question that Robert Chesnut, General Counsel of Airbnb, begins every presentation to new employees. Defining integrity is difficult. Once understood as “telling the truth and keeping your word,” it was about following not just the letter but the spirit of the law. But in a moment when workplaces are becoming more diverse, global, and connected, silence about integrity creates ambiguities about right and wrong that make everyone uncertain, opening the door for the minority of people to rationalize selfish behavior. Trust in most traditional institutions is down—government, religious organizations, and higher education—and there’s a dark cloud hovering over technology. But this is precisely where companies come in; as peoples’ faith in establishments deteriorates, they’re turning to their employer for stability. In Intentional Integrity, Chesnut offers a six-step process for leaders to foster and manage a culture of integrity at work. He explains the rationale and legal context for the ethics and practices, and presents scenarios to illuminate the nuances of thinking deeply and objectively about workplace culture. We will always need governments to manage defense, infrastructure, and basic societal functions. But, Chesnut argues, the private sector has the responsibility to use sensitivity and flexibility to make broader progress—if they act with integrity. "Rob is an insider who's combined doing good with doing business well in two iconic Silicon Valley companies. His book contains smart, practical advice for anyone looking to do good and do well.” —Reid Hoffman, co-founder of LinkedIn and author of Blitzscaling

Latin American democracies of the sixties and seventies, most theories hold, collapsed because they had become incompatible with the structural requirements of capitalist development. In this groundbreaking application of game theory to political phenomena, Youssef Cohen argues that structural conditions in Latin American countries did not necessarily preclude the implementation of social and economic reforms within a democratic framework. Focusing on the experiences of Chile and Brazil, Cohen argues that what thwarted democratic reforms in Latin America was a classic case of prisoner's dilemma. Moderates on the left and the right knew the benefits of coming to a mutual agreement on socio-economic reforms. Yet each feared that, if it cooperated, the other side could gain by colluding with the radicals. Unwilling to take this risk, moderate groups in both countries splintered and joined the extremists. The resulting disorder opened the way for military control. Cohen further argues that, in general, structural explanations of political phenomena are inherently flawed; they incorrectly assume that beliefs, preferences, and actions are caused by social, political, and economic structures. One cannot explain political outcomes, Cohen argues, without treating beliefs and preferences as partly independent from structures, and as having a causal force in their own right.

Presents a compelling analysis of the psychology of revolution for the first time since 1894.

By comparing peasant revolutions in Hunan and Jiangxi between 1926 and 1934, Revolutions as Organizational Change offers a new organizational perspective on peasant revolutions. Utilizing newly available historical materials in the People’s Republic of China in the reform era, it challenges the established view that the great Chinese revolution of the twentieth century was a revolution “made” by the Chinese Communist Party (the CCP). The book begins with a puzzle presented by the two peasant revolutions. While outside mobilization by the CCP was largely absent in Hunan, peasant revolutionary behaviors were spontaneous and radical. In Jiangxi, however, despite intense mobilization by the CCP, peasants remained passive and conservative. This study seeks to resolve the puzzle by examining the roles of communal cooperative institutions in the making of peasant revolutions. Historically, peasant communities in many parts of the world were regulated by powerful cooperative institutions to confront environmental challenges. This book argues that different communal organizational principles affect peasants’ perceptions of the legitimacy of their communal orders. Agrarian rebellions can be caused by peasants’ attempts to restructure unjust and illegitimate communal organizational orders, while legitimate communal organizational orders can powerfully constrain the mobilization by outside revolutionary agents such as the CCP. “In this thorough comparative account of the peasant risings in Hunan and Jiangxi and the role of the Communist Party, Professor Zhang casts new light on both the risings themselves, and what they can tell us about peasant risings in general. This work is strong in both theory and detailed historical research.” —Richard Rigby, professor, China Institute, Australian National University “Professor Zhang has beautifully crafted a comparative study of divergent peasant revolutions in two Chinese regions during Mao’s long revolutionary war. He brings to this task a broad and deep knowledge about revolutionary theory, and also a razor-like analytical sensibility, which enables him to examine the pros and cons of existing perspectives.” —Timothy P. Wickham-Crowley, associate professor of sociology, Georgetown University

You've heard it all before. The promises for a better life get tiresome after awhile, because you know they don't deliver. However, they do touch on a profound and inescapable truth. You were created to live your life out of a rewarding, richly textured relationship with God and others--and deep down, you long to experience that kind of life. But how? Are you willing to devote sixty days to finding out? Soul Revolution may be one of the most important books you'll ever read. In it, author and pastor John Burke guides you on a journey of experiential discovery. Called the "60-60 Experiment," it has already made a profound impact on thousands who have discovered what it means to actually "do life" with God.

Discover the power, joy, and love of living a present, authentic, and intentional life despite a world full of distractions. If technology is the new addiction, then multitasking is the new marching order. We check our email while cooking dinner, send a text while bathing the kids, and spend more time looking into electronic screens than into the eyes of our loved ones. With our never-ending to-do lists and jam-packed schedules, it's no wonder we're distracted. But this isn't the way it has to be. Special education teacher, New York Times bestselling author, and mother Rachel Macy Stafford says enough is enough. Tired of losing track of what matters most in life, Rachel began practicing simple strategies that enabled her to momentarily let go of largely meaningless distractions and engage in meaningful soul-to-soul connections. Finding balance doesn't mean giving up all technology forever. And it doesn't mean forgoing our jobs and responsibilities. What it does mean is seizing the little moments that life offers us to engage in real and meaningful interaction. In these pages, Rachel guides you through how to: Acknowledge the cost of your distraction Make purposeful connection with your family Give your kids the gift of your undivided attention Silence your inner critic Let go of the guilt from past mistakes And move forward with compassion and gratefulness So join Rachel and go hands-free. Discover what happens when you choose to open your heart--and your hands--to the possibilities of each God-given moment.

How to rebuild higher education from the ground up for the twenty-first century. Higher education is in crisis. It is too expensive, ineffective, and impractical for many of the world's students. But how would you reinvent it for the twenty-first century—how would you build it from the ground up? Many have speculated about changing higher education, but Minerva has actually created a new kind of university program. Its founders raised the funding, assembled the team, devised the curriculum and pedagogy, recruited the students, hired the faculty, and implemented a bold vision of a new and improved higher education. This book explains that vision and how it is being realized. The Minerva curriculum focuses on “practical knowledge” (knowledge students can use to adapt to a changing world); its pedagogy is based on scientific research on learning; it uses a novel technology platform to deliver small seminars in real time; and it offers a hybrid residential model where students live together, rotating through seven cities around the world. Minerva equips students with the cognitive tools they need to succeed in the world after graduation, building the core competencies of critical thinking, creative thinking, effective communication, and effective interaction. The book offers readers both the story of this grand and sweeping idea and a blueprint for transforming higher education.