From NEW YORK TIMES bestseller Lawrence Block. In Manhattan thirty-one men have been meeting annually for years. Their private club meets only to record the passage of time and give toast to the joys of life. But suddenly they are dying at an alarming rate and one of their number begins to suspect that something more than bad luck is at work. For private eye Matt Scudder, the case is one of the most baffling he's faced. Can the deaths really be a bizarre series of suicides and violent accidents? Or is there is a pattern behind the random play of tragedy? Is there a murderer at work and can he be stopped before the victims run out?

Book description to come.

Matthew Scudder's latest case involves a secret Manhattan club whose purpose is to record the passage of time and celebrate. But then the members start to die. By the author of 'The devil knows you're dead'.

**A SUNDAY TIMES BESTSELLER** Mark Renton from Trainspotting is back – and he’s finally a success An international jet-setter, he now makes significant money managing DJs, but the constant travel, airport lounges, soulless hotel rooms and broken relationships have left him dissatisfied with his life. He’s then rocked by a chance encounter with Frank Begbie, from whom he’d been hiding for years after a terrible betrayal and the resulting debt. But the psychotic Begbie appears to have reinvented himself as a celebrated artist and – much to Mark’s astonishment – doesn’t seem interested in revenge. Sick Boy and Spud, who have agendas of their own, are intrigued to learn that their old friends are back in town, but when they enter the bleak world of organ-harvesting, things start to go so badly wrong. Lurching from crisis to crisis, the four men circle each other, driven by their personal histories and addictions, confused, angry – so desperate that even Hibs winning the Scottish Cup doesn’t really help. One of these four will not survive to the end of this book. Which one of them is wearing Dead Men’s Trousers? ‘Welsh is on compulsively readable, searingly funny form’ The Times ‘No one captures the competing affections and resentments that underpin lifelong friendships like Welsh’ Esquire

A blistering Matt Scudder novel. Matt Scudder is well and truly off the booze, but he still spends time with some of his old drinking pals including Mick Ballou - an Irish American who operates more often than not on the wrong side of the law. Mick is worried - a garage full of bourbon has been ripped off and two of his henchman killed in cold blood. Somebody is muscling in on Micks patch and he wants Scudder to look into it. Matt reluctantly agrees to take a look but won't promise a result. On the way home he is attacked by somebody wants him off Mick's case. The following weekend Matt's mentor from AA is shot dead at point blank range when Scudder is in the men's room of the restaurant where the 2 had met for dinner - Matt knows it should have been him. Now the case is personal and no matter that he's warned off by his ex-colleagues in the NYPD and his wife Elaine, this is one he is going to see out to the end.

Capitalism has become strange. Ironically, while the ‘age of work’ seems to have come to an end, working has assumed a total presence – a ‘worker’s society’ in the worst sense of the term – where everyone finds themselves obsessed with it. So what does the worker tell us today? "I feel drained, empty… dead." This book tells the story of the dead man working. It follows this figure through the daily tedium of the office, to the humiliating mandatory team building exercise, to awkward encounters with the funky boss who pretends to hate capitalism and tells you to be authentic. In this society, the experience of work is not of dying...but neither of living. It is one of a living death. And yet, the dead man working is nevertheless compelled to wear the exterior signs of life, to throw a pretty smile, feign enthusiasm and make a half-baked joke. When the corporation has colonized life itself, even our dreams, the question of escape becomes ever more pressing, ever more desperate… ,

The city caught its collective breath when upscale couple Byrne and Susan Hollander were slaughtered in a brutal home invasion. Now, a few days later, the killers themselves have turned up dead behind the locked door of a Brooklyn hellhole -- one apparently slain by his partner in crime who then took his own life. There's something drawing Matthew Scudder to this case that the cops have quickly and eagerly closed: a nagging suspicion that a third man is involved, a cold, diabolical puppet master who manipulates his two accomplices, then cuts their strings when he's done with them. No one but Scudder even suspects he exists. And his worst fear is that the guy is just getting started ...

This monumental study provides an innovative and powerful means for understanding institutions by applying problem solving theory to the creation and elaboration of formal organizational rules and procedures. Based on a meticulously researched historical analysis of the U.S. Navy’s officer personnel system from its beginnings to 1941, the book is informed by developments in cognitive psychology, cognitive science, operations research, and management science. It also offers important insights into the development of the American administrative state, highlighting broader societal conflicts over equity, efficiency, and economy. Considering the Navy’s personnel system as an institution, the book shows that changes in that system resulted from a long-term process of institutional design, in which formal rules and procedures are established and elaborated. Institutional design is here understood as a problem-solving process comprising day-to-day efforts of many decision makers to resolve the difficulties that block completion of their tasks. The officer personnel system is treated as a problem of organized complexity, with many components interacting in systematic, intricate ways, its structure usually imperfectly understood by the participants. Consequently, much problem solving entails decomposing the larger problem into smaller, more manageable components, closing open constraints, and balancing competing value premises. The author finds that decision makers are unlikely to generate many alternatives, since searching for existing solutions elsewhere or inventing new ones is an expensive, difficult enterprise. Choice is usually a matter of accepting, rejecting, or modifying a single solution. Because time constraints force decisions before problems are well structured, errors are frequently made, problem components are at best only partially addressed, and the chosen solution may not solve the problem at all and even if it does is likely to generate unanticipated side-effects that worsen other problem components. In its definitive treatment of a critical but hitherto entirely unresearched dimension of the administration of the U.S. Navy, the book provides full details over time concerning the elaboration of officer grades and titles, creation of promotion by selection, sea duty requirements, graded retirement, staff-line conflicts, the establishment of the Reserve, and such unusual subjects as “tombstone promotions.” In the process, it transcends the specifics of the personnel system to give a broad picture of the Navy’s history over the first century and a half of its development.

Book description to come.