Do business schools actually make good on their promises of "innovative," "outside-the-box" thinking to train business leaders who will put society ahead of money-making? Do they help society by making better business leaders? No, they don't, Steven Conn asserts, and what's more they never have. In throwing down a gauntlet on the business of business schools, Conn's Nothing Succeeds Like Failure examines the frictions, conflicts, and contradictions at the heart of these enterprises and details the way business schools have failed to resolve them. Beginning with founding of the Wharton School in 1881, Conn measures these schools' aspirations against their actual accomplishments and tells the full and disappointing history of missed opportunities, unmet aspirations, and educational mistakes. Conn then poses a set of crucial questions about the role and function of American business schools. The results aren't pretty. Posing a set of crucial questions about the function of American business schools, Nothing Succeeds Like Failure is pugnacious and controversial. Deeply researched and fun to read, Nothing Succeeds Like Failure argues that the impressive façades of business school buildings resemble nothing so much as collegiate versions of Oz. Conn pulls back the curtain to reveal a story of failure to meet the expectations of the public, their missions, their graduates, and their own lofty aspirations of producing moral and ethical business leaders.

This book recovers the curious history of the "insensible" in the Age of Sensibility. Tracking this figure through the English novel's uneven and messy past, Wendy Anne Lee draws on Enlightenment theories of the passions to place philosophy back into conversation with narrative. Contemporary critical theory often simplifies or disregards earlier accounts of emotions, while eighteenth-century studies has focused on cultural histories of sympathy. In launching a more philosophical inquiry about what emotions are, Failures of Feeling corrects for both of these oversights. Proposing a fresh take on emotions in the history of the novel, its chapters open up literary history's most provocative cases of unfeeling, from the iconic scrivener who would prefer not to and the reviled stock figure of the prude, to the heroic rape survivor, the burnt-out man-of-feeling, and the hard-hearted Jane Austen herself. These pivotal cases of insensibility illustrate a new theory of mind and of the novel predicated on an essential paradox: the very phenomenon that would appear to halt feeling and plot actually compels them. Contrary to the assumption that fictional investment relies on a richness of interior life, Lee shows instead that nothing incites the passions like dispassion.

In 2005 Michael Ignatieff left Harvard to lead Canada's Liberal Party and by 2008 was poised to become Prime Minister. It never happened. He describes what he learned from his bruising defeat about compromise and the necessity of bridging differences in a pluralist society. A reflective, compelling account of modern politics as it really is.

If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.

Originally written in 1938 but never published due to its controversial nature, an insightful guide reveals the seven principles of good that will allow anyone to triumph over the obstacles that must be faced in reaching personal goals.

In The Innovation Paradox, Richard Farson and Ralph Keyes argue that failure has its upside, success its downside. Both are steps toward achievement, and the two extremes are not as distinct as we imagine. In today's business economy, it's not success or failure -- it's success and failure that lead to genuine innovation. History's great innovators, from Thomas Edison and Charles Kettering to Bill Gates and Jack Welch, saw failure as an important stepping-stone -- and with this groundbreaking book, you too can learn how to become more failure tolerant, more risk friendly, and therefore more innovative. Today's most prominent businesspeople agree that The Innovation Paradox has the formula for failure and success down to a science, Make no mistake: If you're looking to reinvent yourself, your ideas, or your business model, this book is your sure-fire way to start.

Do business schools actually make good on their promises of "innovative," "outside-the-box" thinking to train business leaders who will put society ahead of money-making? Do they help society by making better business leaders? No, they don't, Steven Conn asserts, and what's more they never have. In throwing down a gauntlet on the business of business schools, Conn's Nothing Succeeds Like Failure examines the frictions, conflicts, and contradictions at the heart of these enterprises and details the way business schools have failed to resolve them. Beginning with founding of the Wharton School in 1881, Conn measures these schools' aspirations against their actual accomplishments and tells the full and disappointing history of missed opportunities, unmet aspirations, and educational mistakes. Conn then poses a set of crucial questions about the role and function of American business schools. The results aren't pretty. Posing a set of crucial questions about the function of American business schools, Nothing Succeeds Like Failure is pugnacious and controversial. Deeply researched and fun to read, Nothing Succeeds Like Failure argues that the impressive façades of business school buildings resemble nothing so much as collegiate versions of Oz. Conn pulls back the curtain to reveal a story of failure to meet the expectations of the public, their missions, their graduates, and their own lofty aspirations of producing moral and ethical business leaders.

This book examines the importance of engineering design as well as society's ability to respond to design flaws.

Conn's study includes familiar places like the Metropolitan Museum of Art and the Academy of Natural Sciences, but he also draws attention to forgotten ones, like the Philadelphia Commercial Museum, once the repository for objects from many turn-of-the-century world's fairs. What emerges from Conn's analysis is that museums of all kinds shared a belief that knowledge resided in the objects themselves. Using what Conn has termed "object-based epistemology," museums of the late nineteenth century were on the cutting edge of American intellectual life. By the first quarter of the twentieth century, however, museums had largely been replaced by research-oriented universities as places where new knowledge was produced. According to Conn, not only did this mean a change in the way knowledge was conceived, but also, and perhaps more importantly, who would have access to it.

Really want to know how to fail? Consistently? Massively? Irrevocably? Steve McDermott’s spent years studying the world’s greatest failures: those extraordinary individuals who’ve spectacularly underachieved in every walk of life. They all use the exact same skills and strategies--and you can learn them, too. (Maybe you know some already!) In this quick, incredibly practical guide to failure, McDermott brings together dozens of state-of-the-art techniques guaranteed to help you crash, burn, and disappoint everyone in your life. In just minutes, discover how to fail at... • Leadership • Relationships • Personal growth • Achieving happiness • Teamwork • Planning • Goal-setting • Careers • Financial security • First impressions • And so much more! DANGER: Do NOT attempt to reverse these techniques. If performed in the opposite fashion, they may cause spectacular success. The publisher and author will not be held responsible for wealth, happiness, or career achievements resulting from the use of these skills and strategies in reverse.