The history of exploration and establishment of new lands, science and technologies has always entailed risk to the health and lives of the explorers. Yet, when it comes to exploring and developing the high frontier of space, the harshest frontier ever, the highest value is apparently not the accomplishment of those goals, but of minimizing, if not eliminating, the possibility of injury or death of the humans carrying them out. For decades since the end of Apollo, human spaceflight has been very expensive and relatively rare (about 500 people total, with a death rate of about 4%), largely because of this risk aversion on the part of the federal government and culture. From the Space Shuttle, to the International Space Station, the new commercial crew program to deliver astronauts to it, and the regulatory approach for commercial spaceflight providers, our attitude toward safety has been fundamentally irrational, expensive and even dangerous, while generating minimal accomplishment for maximal cost. This book entertainingly explains why this means that we must regulate passenger safety in the new commercial spaceflight industry with a lighter hand than many might instinctively prefer, that NASA must more carefully evaluate rewards from a planned mission to rationally determine how much should be spent to avoid the loss of participants, and that Congress must stop insisting that safety is the highest priority, for such insistence is an eloquent testament to how unimportant they and the nation consider the opening of this new

The author, flight director in NASA's Mission Control, tells of the challenges in space flight from the very early years to the current time and of "his own bold suggestions about what we ought to be doing in space now."--Jacket.

Introduction by Terry Tempest Williams Afterword by T. H. Watkins Called a “magnificently crafted story . . . brimming with wisdom” by Howard Frank Mosher in The Washington Post Book World, Crossing to Safety has, since its publication in 1987, established itself as one of the greatest and most cherished American novels of the twentieth century. Tracing the lives, loves, and aspirations of two couples who move between Vermont and Wisconsin, it is a work of quiet majesty, deep compassion, and powerful insight into the alchemy of friendship and marriage.

In nine lively essays, bioethicist J. David Velleman challenges the prevailing consensus about assisted suicide and reproductive technology, articulating an original approach to the ethics of creating and ending human lives. He argues that assistance in dying is appropriate only at the point where talk of suicide is not, and he raises moral objections to anonymous donor conception. In their place, Velleman champions a morality of valuing personhood over happiness in making end-of-life decisions, and respecting the personhood of future children in making decisions about procreation. These controversial views are defended with philosophical rigor while remaining accessible to the general reader. Written over Velleman's 30 years of undergraduate teaching in bioethics, the essays have never before been collected and made available to a non-academic audience. They will open new lines of debate on issues of intense public interest.

This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas. Fear has a profoundly negative impact on engagement, learning efficacy, productivity, and innovation, but until now there has been a lack of practical information on how to make employees feel safe about speaking up and contributing. Timothy Clark, a social scientist and an organizational consultant, provides a framework to move people through successive stages of psychological safety. The first stage is member safety-the team accepts you and grants you shared identity. Learner safety, the second stage, indicates that you feel safe to ask questions, experiment, and even make mistakes. Next is the third stage of contributor safety, where you feel comfortable participating as an active and full-fledged member of the team. Finally, the fourth stage of challenger safety allows you to take on the status quo without repercussion, reprisal, or the risk of tarnishing your personal standing and reputation. This is a blueprint for how any leader can build positive, supportive, and encouraging cultures in any setting.

This book is a set of new skills written for the managers that drive safety in their workplace. This is Human Performance theory made simple. If you are starting a new program, revamping an old program, or simply interested in understanding more about safety performance, this guide will be extremely helpful.

“We need better approaches to understanding and managing software requirements, and Dean provides them in this book. He draws ideas from three very useful intellectual pools: classical management practices, Agile methods, and lean product development. By combining the strengths of these three approaches, he has produced something that works better than any one in isolation.” –From the Foreword by Don Reinertsen, President of Reinertsen & Associates; author of Managing the Design Factory; and leading expert on rapid product development Effective requirements discovery and analysis is a critical best practice for serious application development. Until now, however, requirements and Agile methods have rarely coexisted peacefully. For many enterprises considering Agile approaches, the absence of effective and scalable Agile requirements processes has been a showstopper for Agile adoption. In Agile Software Requirements, Dean Leffingwell shows exactly how to create effective requirements in Agile environments. Part I presents the “big picture” of Agile requirements in the enterprise, and describes an overall process model for Agile requirements at the project team, program, and portfolio levels Part II describes a simple and lightweight, yet comprehensive model that Agile project teams can use to manage requirements Part III shows how to develop Agile requirements for complex systems that require the cooperation of multiple teams Part IV guides enterprises in developing Agile requirements for ever-larger “systems of systems,” application suites, and product portfolios This book will help you leverage the benefits of Agile without sacrificing the value of effective requirements discovery and analysis. You’ll find proven solutions you can apply right now–whether you’re a software developer or tester, executive, project/program manager, architect, or team leader.

“Kids are important… They need safe places to live, and safe places to play.” For some kids, this means living with foster parents. In simple words and full-color illustrations, this book explains why some kids move to foster homes, what foster parents do, and ways kids might feel during foster care. Children often believe that they are in foster care because they are “bad.” This book makes it clear that the troubles in their lives are not their fault; the message throughout is one of hope and support. Includes resources and information for parents, foster parents, social workers, counselors, and teachers.