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"This highly accessible book provides new material and a fresh perspective on American National Intelligence practice, focusing on the first fifty years of the twentieth century, when the United States took on the responsibilities of a global superpower during the first years of the Cold War. Late to the art of intelligence, the United States during World War II created a new model of combining intelligence collection and analytic functions into a single organization--the OSS. At the end of the war, President Harry Truman and a small group of advisors developed a new, centralized agency directly subordinate to and responsible to the President, despite entrenched institutional resistance. Instrumental to the creation of the CIA was a group known colloquially as the "Missouri Gang," which included not only President Truman but equally determined fellow Missourians Clark Clifford, Sidney Souers, and Roscoe Hillenkoetter." -- Book Jacket

This book analyses how certain types of social systems generate violent conflict and discusses how these systems can be transformed in order to create the conditions for positive peace. Resolving Structural Conflicts addresses a key issue in the field of conflict studies: what to do about violent conflicts that are not the results of misunderstanding, prejudice, or malice, but the products of a social system that generates violent conflict as part of its normal operations. This question poses enormous challenges to those interested in conflict resolution, since the solution to this problem involves restructuring social, political, and cultural systems rather than just calling in a mediator to help people arrive at an agreement. This study breaks new ground in showing how local conflicts involving crime, police, and prisons; transnational conflicts involving religious terrorism by groups like ISIS; and international conflicts involving Great Power clashes are all produced in large part by elite-driven, exploitative or oppressive social structures. It also presents new ideas about the implications of this 'structural turn'for the practice of conflict resolution, emphasizing the need for conflict resolvers to embrace a new politics and to broaden their methods far beyond traditional forms of facilitation. Written by a leading scholar, this book will be of much interest to students of conflict resolution, peace studies, war and conflict studies, sociology, political science and international relations in general.

"Economic changes and political changes which emerged with the modern capitalist world-economy were accompanied in the sociocultural domain by changes in the structures of knowledge. These included the hierarchical separation of the realm of facts from that of values, institutionalized as a division between the sciences and the humanities. The social sciences responded to contradictions inherent in this structure over the nineteenth century in producing knowledge on which policy decisions could be based. The problems of the contemporary period indicate we are in a long-term, structural crisis. Nowhere is this more apparent than in the theoretical frameworks and methodological approaches through which social analysts and observers alike seek to understand the world. Since the 1960s, developments in the field of knowledge, especially two movements complexity studies in the natural sciences and cultural studies in the humanities have contested the naturalized, essentialist boundaries separating the sciences, the social sciences and the humanities. The primary rationale for this work is to recognize the inseparable whole composed of the material structures of the world and the structures of knowledge that govern what actions may be deemed legitimate and effective. 'Knowledge Matters' discusses what actions will actually be undertaken by social agents, and what such an approach means for an analysis of the present situation in terms of imagining and evaluating possible futures."--Provided by publisher.

"This highly accessible book provides new material and a fresh perspective on American National Intelligence practice, focusing on the first fifty years of the twentieth century, when the United States took on the responsibilities of a global superpower during the first years of the Cold War. Late to the art of intelligence, the United States during World War II created a new model of combining intelligence collection and analytic functions into a single organization--the OSS. At the end of the war, President Harry Truman and a small group of advisors developed a new, centralized agency directly subordinate to and responsible to the President, despite entrenched institutional resistance. Instrumental to the creation of the CIA was a group known colloquially as the "Missouri Gang," which included not only President Truman but equally determined fellow Missourians Clark Clifford, Sidney Souers, and Roscoe Hillenkoetter."--Jacket

Veteran school board member, Richard E. Mayer, takes a humorous but substantive approach to the serious relationship between school administrators and board members. While the overwhelming majority of school board members have good motives, even people who mean well can make bad moves. This book shows how to prevent good intentions from creating bad outcomes. Each chapter presents a negative school board scenario, offers alternatives, and provides win-win solutions

Between 1820 and 1990, the share of world income going to today's wealthy nations soared from twenty percent to almost seventy. Since then, that share has plummeted to where it was in 1900. As Richard Baldwin explains, this reversal of fortune reflects a new age of globalization that is drastically different from the old. In the 1800s, globalization leaped forward when steam power and international peace lowered the costs of moving goods across borders. This triggered a self-fueling cycle of industrial agglomeration and growth that propelled today's rich nations to dominance. That was the Great Divergence. The new globalization is driven by information technology, which has radically reduced the cost of moving ideas across borders. This has made it practical for multinational firms to move labor-intensive work to developing nations. But to keep the whole manufacturing process in sync, the firms also shipped their marketing, managerial, and technical know-how abroad along with the offshored jobs. The new possibility of combining high tech with low wages propelled the rapid industrialization of a handful of developing nations, the simultaneous deindustrialization of developed nations, and a commodity super-cycle that is only now petering out. The result is today's Great Convergence. Because globalization is now driven by fast-paced technological change and the fragmentation of production, its impact is more sudden, more selective, more unpredictable, and more uncontrollable. As The Great Convergence shows, the new globalization presents rich and developing nations alike with unprecedented policy challenges in their efforts to maintain reliable growth and social cohesion.--

"A State of Mixture seeks to resolve the paradox of how East Syrian Christian communities flourished in a Zoroastrian political system, the Iranian Empire. If previous studies have regarded Christians as marginal, insular, and often persecuted, the present book demonstrates their integration into elite networks, adoption of Iranian political practices and imaginaries, and participation in imperial institutions. The rise of Christianity in Iran depended on the Zoroastrian theory and practice of hierarchical, differentiated inclusion, according to which Christians, Jews, and others occupied legitimate places in Iranian political culture in positions subordinate to the imperial religion. Christians, for their part, positioned themselves in a political culture not of their own making with recourse to their own ideological and institutional resources, ranging from the writing of saints' lives to the judicial arbitration of bishops. In placing the social history of East Syrian Christians at the center of the Iranian imperial story, A State of Mixture helps to explain the endurance of a culturally diverse empire across four centuries"--Provided by publisher

Intro -- Dedication -- Epigraph -- Cast of Characters -- Prologue: Brother, Can You Spare a Dime? -- One: Crash and Burn -- Two: Sunshine Charlie and The Sicilian -- Three: Back From the Abyss: The Emergency Banking Act -- Four: More Lives Than a Cat: The Glass-Steagall Banking Act of 1933 -- Five: Frankfurter's Hot Dogs: The Securities Act of 1933 -- Six: A Perfect Institution: The Securities Exchange Act of 1934 -- Seven: "Your Friend, Joe K. in Boston": The Creation of the Securities and Exchange Commission -- Epilogue: A Left-Handed First Baseman's Mitt -- Photographs -- Acknowledgments -- About the Author -- Notes -- Image Credits -- Index -- Copyright.

"Foreword We are now more than a decade past the turn of the millennium. Economic recession, a gridlocked American political system, unexpected weather extremes including Hurricanes Katrina and Sandy, and global economic instability precipitated by uncertainty over the future of the Euro and top leadership change in China have fueled an extraordinarily tough business environment. The modern economic world--shaped by the Industrial Revolution, followed by the information age, followed by a flattened global economy--is morphing again. Today, service enterprises that offer lower-paying jobs outnumber manufacturing enterprises that offer higher-paying jobs. There is high unemployment. Jobs that are available go unfilled because of the gaps between the focus of our education system and the skill sets now required for business success. There is a vanishing boundary between manufacturing and service, which has huge, unsettling implications, to giant multinational companies and tiny startups. Those of us in manufacturing feel the uncertainty of these times. We are looking for new solutions, that new competitive edge, to ensure the survival of our enterprise and growth in the near term. Adoption of the latest trends, such as social media and cloud computing, scream through the headlines that our organizations must change ... somehow. Manufacturing is slipping away, and value-added service is hard. But the pace of business is so intense that we do not have time to research and assimilate all the possibilities. In fact, it may not be clear where to focus our collective energies, or even how to get started"--