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Intro -- Title Page -- Copyright -- Author's Note -- Contents -- Prologue -- Part I: The Catcher Gone Awry -- Chapter 1: I Heard Shots -- Chapter 2: Portrait of a Crazy Man -- Chapter 3: The Catcher Gone Awry -- Chapter 4: Did You See Him? -- Chapter 5: Is That All You Want? -- Chapter 6: But Where would I Go? -- Part II: Aftermath -- Chapter 7: Do You Know Who You are? -- Chapter 8: After the Fall -- Chapter 9: Mark's Case -- Part III: The Little People -- Chapter 10: God Saw That -- Chapter 11: The Little People -- Chapter 12: Take Me Where the Freaks are -- Chapter 13: Toby Tyler on Drugs -- Chapter 14: God and Todd -- Chapter 15: Captain Nemo -- Part IV: Holden in Hawaii -- Chapter 16: Holden in Hawaii -- Chapter 17: The Caretakers -- Chapter 18: The Other Side of the Rainbow -- Chapter 19: With Looking Glass Eves -- Chapter 20: The Last Board Meeting -- Chapter 21: Anyone could Shoot Anyone -- Chapter 22: People aren't Born Like This -- Part V: Holden in Hell -- Chapter 23: You Say You Want a Revelation -- Chapter 24: A Wicked Scene -- Chapter 25: Fan Mail -- Chapter 26: All the Lonely People -- Chapter 27: December 8 -- Epilogue: Nothing is Real -- Photo Insert -- Dedication -- Acknowledgments -- Appendix -- The Prisoner's Letter -- Bibliography -- About the Author.

The Western intelligentsia has so far reacted primarily with indifference or hostility to the ecological charge that the unlimited development of material production is dangerously depleting or polluting the natural environment. It may be that the charge cannot be met within the established ideologies & social systems of progress & revolution, & something fundamentally new will have to be found. Another 'Enlightenment' might ultimately derive from Freud's relatively neglected thesis that civilization consists of the progressive renunciation of the more natural ways of living, a thesis now to be associated with O. Rank's insight into the major influence of what is 'irrational' or illusory upon past & contemporary history. The eventual outcome might be a psychologically difficult but more rational vision of some desirable balance between natural & cultural reality, which would include but comprehensively transcend the ecological theme. Obsolete then would be both the progress & the Marxist class-war ideologies, at once real & illusory, & the present lethal impasse between them. AA.

ABSTRACTThis paper reports on a study which attempted to identify the structure of executive information systems and evaluate their relationship to decision making. The study centered on answering the question: "Where and how do senior executives get their decision‐making information?" The data, provided by five senior executives, were gathered by a variety of means which included personal interviews, questionnaires, and logs of the executives' incoming‐information transactions for a two‐week period. Our findings support beliefs that senior executives receive much information from the environment, that informal systems play a role equal to that of formal systems, and that computers do not provide much information directly to an executive. The study also found that internal information is important and that preferred sources and media vary with different decision roles. The authors suggest that the scope of MIS and DSS be broadened to match those information networks managers actually rely on in daily practice.

Purpose: Centers for Disease Control and Prevention (CDC) initiated the Work@Health Program to teach employers how to improve worker health using evidence-based strategies. Program goals included (1) determining the best way(s) to deliver employer training, (2) increasing employers' knowledge of workplace health promotion (WHP), and (3) increasing the number of evidence-based WHP interventions at employers' worksites. This study is one of the few to examine the effectiveness of a program designed to train employers how to implement WHP programs. Design: Pre- and posttest design. Setting: Training via 1 of 3 formats hands-on, online, or blended. Participants: Two hundred six individual participants from 173 employers of all sizes. Intervention: Eight-module training curriculum to guide participants through building an evidence-based WHP program, followed by 6 to 10 months of technical assistance. Measures: The CDC Worksite Health ScoreCard and knowledge, attitudes, and behavior survey. Analysis: Descriptive statistics, paired t tests, and mixed linear models. Results: Participants' posttraining mean knowledge scores were significantly greater than the pretraining scores (61.1 vs 53.2, P < .001). A year after training, employers had significantly increased the number of evidence-based interventions in place (47.7 vs 35.5, P < .001). Employers' improvements did not significantly differ among the 3 training delivery formats. Conclusion: The Work@Health Program provided employers with knowledge to implement WHP interventions. The training and technical assistance provided structure, practical guidance, and tools to assess needs and select, implement, and evaluate interventions.