A wide-ranging collection of essays in honour of Britain's leading historian of the international relations of the great powers in the twentieth century. The essays examine aspects of North Atlantic, European and Middle Eastern diplomacy.

This book concerns the wanting, getting, and giving ofpower. Recent advances in medicine, sociology, and psychologyhave deepened our understanding of the motives,skills, and experience that operate between leaders andthose who are led. Since power is about decision-making,it figures not only in offi cial institutions but in otherorganizations, including political parties, pressure groups,trade associations, business enterprises, trade unions, andmany other types of organizations. A general theory of the political personality is set forthhere. Lasswell describes the process by which power becomesa value of fi rst importance and the way appropriateskills in exercising power are acquired. He shows thatspecial political types such as agitators or administratorsare related to basic types of character that contribute tohow they lead. Finally, his analysis off ers original perspectivesto understand democratic leadership. Lasswell offers definite suggestions for perfecting"self-observatories" in national and world affairs and forforming democratic personalities, selecting and trainingdemocratic leaders, and reducing destructive conflicts inhuman relationships. Power and Personality followed theauthor's 1930 work Psychopathology and Politics, whichwas widely hailed for its pioneering approach. Power andPersonality reevaluated the entire issue of the relationshipbetween psychology and politics in the light of subsequentexperience and scientifi c developments since publicationof that earlier work. Lasswell's ideas continue to carrygreat weight and persuasiveness. Harold D. Lasswell served as FordFoundation Professor of the Social Sciencesat Yale University, DistinguishedProfessor of Policy Sciences at John JayCollege of the City University of NewYork, and as professor of political scienceat the University of Chicago. He was apast president of the American PoliticalScience Association and author of manybooks covering the full range of political and policy research. Peter deLeon is director of the doctorate program and professorat the School of Public Aff airs, University of Colorado, Denver.In 2000 he received the distinguished Harold D. Lasswell Awardfrom the Policy Studies Organization. He is the author ofThinking about Political Corruption, Democracy and the PolicySciences, and Advice and Consent.

The author is convinced that there is a ruling class in America today. He examines the American power structure as it has developed in the 1980s. He presents systematic, empirical evidence that a fixed group of privileged people dominates the American economy and government. The book demonstrates that an upper class comprising only one-half of one percent of the population occupies key positions within the corporate community. It shows how leaders within this "power elite" reach government and dominate it through processes of special-interest lobbying, policy planning and candidate selection. It is written not to promote any political ideology, but to analyze our society with accuracy.

“Urgent work, by the foremost champion of ‘progressive capitalism.’ ” —The New Yorker An authoritative account of the dangers of unfettered markets and monied politics, People, Power, and Profits shows us an America in crisis. The American people, however, are far from powerless, and Joseph Stiglitz provides an alternative path forward through his vision of progressive capitalism, with a comprehensive set of political and economic changes.

The complete life of Margaret Thatcher in one volume. As Britain's first woman Prime Minister Margaret Thatcher brought about the biggest social and political revolution in the nation's post-war history. She achieved this largely by the driving force of her personality – a subject of endless speculation among both her friends and her foes. Jonathan Aitken has an insider's view of Margaret Thatcher's story. He is well qualified to explore her strong and sometimes difficult personality during half a century of political dramas. From first meeting her when she was a junior shadow minister in the mid 1960s, during her time as leader of the Opposition when he was a close family friend, and as a Member of Parliament throughout her years in power, Aitken had a ring side seat at many private and public spectacles in the Margaret Thatcher saga. From his unique vantage point, Aitken brings new light to many crucial episodes of Thatcherism. They include her ousting of Ted Heath, her battles with her Cabinet, the Falklands War, the Miners' Strike, her relationships with world leaders such as Ronald Reagan, Mikhail Gorbachev and King Fahd of Saudi Arabia and the build up to the Shakespearian coup inside the Conservative Party which brought about her downfall. Drawing on his own diaries, and a wealth of extensive research including some ninety interviews which range from international statesmen like Mikhail Gorbachev, Henry Kissinger and Lord Carrington to many of her No.10 private secretaries and personal friends, Jonathan Aitken's Margaret Thatcher – Power and Personality breaks new ground as a fresh and fascinating portrait of the most influential political leader of post-war Britain.

An overview of naturalistic decision making, which views people as inherently skilled and experienced.

Over 90 percent of US power generation comes from large, centralized, highly polluting, nonrenewable sources of energy. It is delivered through long, brittle transmission lines, and then is squandered through inefficiency and waste. But it doesn't have to be that way. Communities can indeed produce their own local, renewable energy. Power from the People explores how homeowners, co-ops, nonprofit institutions, governments, and businesses are putting power in the hands of local communities through distributed energy programs and energy-efficiency measures. Using examples from around the nation - and occasionally from around the world - Greg Pahl explains how to plan, organize, finance, and launch community-scale energy projects that harvest energy from sun, wind, water, and earth. He also explains why community power is a necessary step on the path to energy security and community resilience - particularly as we face peak oil, cope with climate change, and address the need to transition to a more sustainable future. This book - the second in the Chelsea Green Publishing Company and Post Carbon Institute's Community Resilience Series - also profiles numerous communitywide initiatives that can be replicated elsewhere.

If you want to "change lives, change organizations, change the world," the Stanford business school’s motto, you need power. Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don’t blame the tool for how some people used it. If fully understood and harnessed effectively, power skills and understanding become the keys to increasing salaries, job satisfaction, career advancement, organizational change, and, happiness. In 7 Rules of Power, Jeffrey Pfeffer, professor of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular—with life-changing results often achieved in 8 or 10 weeks. Rooted firmly in social science research, Pfeffer’s 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance. The 7 rules are: 1) Get out of your own way. 2) Break the rules. 3) Show up in powerful fashion. 4) Create a powerful brand. 5) Network relentlessly. 6) Use your power. 7) Understand that once you have acquired power, what you did to get it will be forgiven, forgotten, or both. With 7 Rules of Power, you’ll learn, through both numerous examples as well as research evidence, how to accomplish change in your organization, your life, the lives of others, and the world.

Management writers have come up with many tools for explaining how different types of personalities can work best together. But they have ignored the most important personality difference of all - the difference between introverts and extroverts. This book is the first book to fill that gap. This book follows up from Sylvia Loehken's international bestseller Quiet Impact, published in the UK in June, and will be required reading for all managers and anyone who wants to understand their colleagues better.