". . . required reading for all presidents and White House aides to come . . . "--from the foreword by Richard E. Neustadt What did the president know, and when did he know it? Once again, only a dozen years after Watergate, the nation faced these troubling questions. Would we see another president forced to resign or be impeached? Could our democracy survive another presidential scandal so soon? As the Iran-Contra affair unfolded, the nation waited tensely for answers. At this crucial moment, advisors to President Ronald Reagan called home the Ambassador to NATO, David Abshire, to serve in the cabinet as Special Counselor. His charge: to assure that a full investigation of the sale of arms to Iran in exchange for freeing American hostages and the subsequent channeling of those funds to Nicaraguan rebels be conducted expeditiously and transparently, to restore the confidence of the nation in the shaken Reagan presidency. Two decades later, David Abshire for the first time reveals the full behind-the-scenes story of his private meetings with the president, how he and his team conducted this crucial process, his alliance with Nancy Reagan, the role of the Tower Board, and how the Reagan presidency was saved. Abshire's efforts helped Reagan fill the credibility gap created by revelation of the Iran-Contra scandal and thus restored the president's power to lead the nation and its allies toward the end of the Cold War. His unique recollections show the inner workings of the Reagan White House in this critical period: the conflicts with the powerful Chief of Staff Donald Regan, the politically astute First Lady, the involvement of CIA Director William Casey, and Reagan's triumph of personal character to overcome his indiscretion, a feat unmatched by Clinton or Nixon. Abshire's story casts new light on the episode and draws important lessons about how presidents should respond to unfolding scandals to limit the threat not only to their own reputations but also to national confidence in democratic institutions.

This book challenges the static, ahistorical models on which Economics continues to rely. These models presume that markets operate on a "frictionless" plane where abstract forces play out independent of their institutional and spatial contexts, and of the influences of the past. In reality, at any point in time exogenous factors are themselves outcomes of complex historical processes. They are shaped by institutional and spatial contexts, which are "carriers of history," including past economic dynamics and market outcomes. To examine the connections between gradual, evolutionary change and more dramatic, revolutionary shifts the text takes on a wide array of historically salient economic questions—ranging from how formative, European encounters reconfigured the political economies of indigenous populations in Africa, the Americas, and Australia to how the rise and fall of the New Deal order reconfigured labor market institutions and outcomes in the twentieth century United States. These explorations are joined by a common focus on formative institutions, spatial structures, and market processes. Through historically informed economic analyses, contributors recognize the myriad interdependencies among these three frames, as well as their distinct logics and temporal rhythms.

George P. Shultz recounts a lifetime of experiences in government, business, and academia and describes how those experiences have shaped the way he thinks about the world. In his plainspoken manner, he provides the reader with keys to understanding how he helped bring the nuclear disarmament movement into the mainstream of American policy discussions, why he urges his Republican Party colleagues to adopt measures to address climate change as an insurance policy for the future, why leaders must learn to govern over diversity, and more. Far more than a simple biography, Learning from Experience makes a unique contribution to political, social, and economic thought, offering the author's reflections on experiences that have influenced his worldview. Ranging far beyond the realm of diplomacy, Shultz's account illuminates America's race relations, defines a down-to-earth economic philosophy built on free markets and fair treatment of labor, and identifies the strengths and weaknesses of presidential leadership as observed during his government service, including four cabinet posts, in the Eisenhower, Nixon, and Reagan administrations.

An enormous amount of literature exists on Greek law, economics, and political philosophy. Yet no one has written a history of trust, one of the most fundamental aspects of social and economic interaction in the ancient world. In this fresh look at antiquity, Steven Johnstone explores the way democracy and markets flourished in ancient Greece not so much through personal relationships as through trust in abstract systems—including money, standardized measurement, rhetoric, and haggling. Focusing on markets and democratic politics, Johnstone draws on speeches given in Athenian courts, histories of Athenian democracy, comic writings, and laws inscribed on stone to examine how these systems worked. He analyzes their potentials and limitations and how the Greeks understood and critiqued them. In providing the first comprehensive account of these pervasive and crucial systems, A History of Trust in Ancient Greece links Greek political, economic, social, and intellectual history in new ways and challenges contemporary analyses of trust and civil society.

An economic and military superpower with 20 percent of the world’s population, China has the wherewithal to transform the international system. Xi Jinping’s bold calls for China to “lead in the reform of the global governance system” suggest that he has just such an ambition. But how does he plan to realize it? And what does it mean for the rest of the world? In this compelling book, Elizabeth Economy reveals China’s ambitious new strategy to reclaim the country’s past glory and reshape the geostrategic landscape in dramatic new ways. Xi’s vision is one of Chinese centrality on the global stage, in which the mainland has realized its sovereignty claims over Hong Kong, Taiwan, and the South China Sea, deepened its global political, economic, and security reach through its grand-scale Belt and Road Initiative, and used its leadership in the United Nations and other institutions to align international norms and values, particularly around human rights, with those of China. It is a world radically different from that of today. The international community needs to understand and respond to the great risks, as well as the potential opportunities, of a world rebuilt by China.

The world is at an inflection point. Advancing technologies are creating new opportunities and challenges. Great demographic changes are occurring rapidly, with significant consequences. Governance everywhere is in disarray. A new world is emerging. These are some of the key insights to emerge from a series of interdisciplinary roundtables and global expert contributions hosted by the Hoover Institution. In these pages, George P. Shultz and James Timbie examine a range of issues shaping our present and future, region by region. Concrete proposals address migration, reversing the decline of K–12 education, updating the social safety net, maintaining economic productivity, protecting our democratic processes, improving national security, and more. Meeting these transformational challenges will require international cooperation, constructive engagement, and strong governance. The United States is well positioned to ride this wave of change—and lead other nations in doing the same.

Facts are and must be the coin of the realm in a democracy, for government "of the people, by the people and for the people," requires and assumes to some extent an informed citizenry. Unfortunately, for citizens in the United States and throughout the world, distinguishing between fact and fiction has always been a formidable challenge, often with real life and death consequences. But now it is more difficult and confusing than ever. The Internet Age makes comment indistinguishable from fact, and erodes authority. It is liberating but annihilating at the same time. For those wielding power, whether in the private or the public sector, the increasingly sophisticated control of information is regarded as utterly essential to achieving success. Internal information is severely limited, including calendars, memoranda, phone logs and emails. History is sculpted by its absence. Often those in power strictly control the flow of information, corroding and corrupting its content, of course, using newspapers, radio, television and other mass means of communication to carefully consolidate their authority and cover their crimes in a thick veneer of fervent racialism or nationalism. And always with the specter of some kind of imminent public threat, what Hannah Arendt called "objective enemies.'" An epiphanic, public comment about the Bush "war on terror" years was made by an unidentified White House official revealing how information is managed and how the news media and the public itself are regarded by those in power: "[You journalists live] "in what we call the reality-based community. [But] that's not the way the world really works anymore. We're an empire now, and when we act, we create our own reality . . . we're history's actors . . . and you, all of you, will be left to just study what we do." And yet, as aggressive as the Republican Bush administration was in attempting to define reality, the subsequent, Democratic Obama administration may be more so. Into the battle for truth steps Charles Lewis, a pioneer of journalistic objectivity. His book looks at the various ways in which truth can be manipulated and distorted by governments, corporations, even lone individuals. He shows how truth is often distorted or diminished by delay: truth in time can save terrible erroneous choices. In part a history of communication in America, a cri de coeur for the principles and practice of objective reporting, and a journey into several notably labyrinths of deception, 935 Lies is a valorous search for honesty in an age of casual, sometimes malevolent distortion of the facts.

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: · Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. · Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. · Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.

Former Nixon and Reagan cabinet member George Shultz offers his views on how to govern more effectively, get our economy back on track, take advantage of new opportunities in the energy field, combat the use of addictive drugs, apply a strategic overview to diplomacy, and identify necessary steps to achieve a world without nuclear weapons. If we can successfully handle each of these issues, Shultz explains, we in the United States and people in the rest of the world will have the prospect of a better future.

What determines our behaviors as human beings at the individual and organizational level? Although it often feels as though either our biology or our personality (or both) guides our decisions about issues large and small, increasing evidence suggests that ... culture trumps everything. This book investigates the powerful ways in which a variety of factors, to include behavioral norms, alternative corporate models, habit patterns, connectedness, trust, language, and time perspective, impact the creation of "quintessence" in organizations. It is this quintessence -- or lack thereof -- that ultimately determines the success and sustainability of organizations. As leaders, we get the organizations we deserve, as a direct result of the cultures we nourish (or neglect). If we want to ensure the best possible outcomes for ourselves and our organizations, we must focus on developing the cultures that foster success for all stakeholders, because ... culture trumps everything.