Book Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative.
Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity.
Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird" -- and now, thanks to Robert Sutton's work, we have the tools we need to do so.
Download Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative. Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products.
Customer Reviews:
Weird and Wonderful.......2007-07-20
"Weird Ideas That Work" works! This is one of the most compelling books I've read in a long time. Sutton manages not only to come up with ideas that seem weird at first glance, but to actually prove them useful and logical at the same time.
The author instructs readers on how to build a creative company by using his 11½ weird ideas, which range from hiring people who make you uncomfortable to deciding to do something that will probably fail. The list looks hilarious until you read the sense that he makes. Of course, Sutton points out that there are different kinds of companies - some aim for innovation and some for efficiency. (He makes it clear that the weird ideas are not for those who require precision -- like airline pilots, for example!)
This book explains how to shatter old habits by giving advice on enhancing variation, seeing old things in new ways ("vu-ja-de"), and breaking away from stifling routines. Sutton also points out that one should not go hog wild - there is a balance between productivity and creativity which everyone must find for themselves.
"Weird Ideas" offers great wisdom mixed with humor and pure entertainment. If you're a rebel, a brat, or just plain anyone who wants to try completely new management techniques, then you'll love this book. So whip the tablecloth right out from under that crippled, jaded system you've got going and try at least a few of these wild weird ideas.
Agitate, Isolate & Be Ridiculous... Oh, and AGITATE.......2006-12-01
I was a big fan of Sutton's Knowing-Doing gap that offered a real solution to a real problem. This book had an unreal feel to it for me though.
He offers 12 practices for fostering innovation. The first four of these have to do with Human Resources. Hire slow learners. Hire people that make you feel uncomfortable. Hire people you probably don't need. Now forgive me if I am wrong, but as imperfect as Human Resources is anyway, don't we already do some of that? Also recommended is to interview job applicants to get new ideas. What about the people?
The next two have to do with office manners. Encourage people to ignore and defy superiors. Isn't ignore a little strong? Find some happy people and get them to fight. No comment.
The next is to reward success and failure, but punish inaction. OK, we already fire non-producers, but is it really so that success and failure deserve the same billing?
The next two are on the edge of silliness. Decide to do something that will probably fail and be 100% certain of its success. Think of some ridiculous or impractical things to do.
The next is avoid, distract and bore customers and critics.
Then, don't try to learn anything from people who say they have solved the problems you face.
Finally, forget the past success of the company.
This book says some pretty wild things that will get you thinking. Although these counterintuitive ideas are offered as 'proven', you won't find the proof in this book. By the normal lottery of hiring, you will certainly get a mix of the above. There are many better books on the philosophy and practical application of innovation available.
Sorry to disappoint some with this review, but don't let this stop you from reading Sutton's Knowing-Doing Gap which I found excellent and have also reviewed it here on Amazon.
3 Stars
Routine right and wrong.......2006-10-24
All activities need both effective routine and regular innovation. Consider the difference. There are times when it makes sense to do the same thing right, over and over again, without slipping. But there are also times, and types of activities, where doing something in a very new and different way is essential. The real-life examples in this book support these 11½ methods for finding new ways of doing things, and producing new kinds of products and services. Worthwhile reading for anyone who wants to inject a little spice into the routine of software development and delivery.
Productive New Concepts.......2005-11-23
This is a wonderful but dangerous book. The 11 and 1/2 weird ideas it contains are terrific, exciting and slippery. Use them right and you could transform your company into a hotbed of innovation. Use them wrong and you could also transform your company into a disorganized mess. Author Robert I. Sutton clearly explains that some situations do not require innovation - that they are, in fact, terrible settings for new things. Companies focus on the routine for an extremely logical reason: it makes money now. Identifying situations that can make money with routine work versus circumstances that require change is a tough distinction, particularly since innovation requires many failures, disrupts your culture and forces you to take a rough look into the future. We thus recommend this book to a select group: those who know their fields and organizations extremely well. If you can see clearly through both the current jargon that promotes innovation and your organization's often unspoken prejudices, you will find this book exciting and extremely productive.
Not so weird ideas for innovation labeled weirdly.......2005-11-16
This book is a useful and fun read. It offers some solid ideas for innovation but the ideas are labeled in order to draw attention. For instance, the first idea is, "Hire "slow learners"", however the intention behind this is just hire stubborn people who are unaffected by others opinions and norms. These people will go against the standards and breed creativity. Another idea is "Find some happy people and make them fight" with the basic idea behind this technique being get optimistic people, who are naturally more creative. Put them in a room together and let them bounce ideas together until a new and improved idea is created.
Another thing to be prepared for with this book is that the ideas all go against commonly accepted business practices. That is because the ideas are admittedly not for present success but calculated and proven risks for future innovation. So anyone interested in changing their business and preparing to get an edge on competitors in the future will benefit from this book.
Book Description
Organizational change initiatives often fail because they focus exclusively on the rational, overt aspects of change, overlooking the powerful role played by concealed or irrational factors. It's well known that these covert processes—such as hidden agendas, blind spots, office politics, tacit assumptions, secret hopes, wishes and fears—frequently sabotage change efforts, but up until now nobody has offered a rigorous, consistent way of identifying and dealing with them.
Drawing on over thirty years of experience as an organizational change consultant to global corporations and government agencies, Robert J. Marshak shows precisely how to bring these hidden processes to light and deal with their negative impact. Marshak identifies five different dimensions of covert processes, presents an integrated model to explain the ultimate source of all of them, and shows how to diagnose whether any covert processes might be at work in your organization. He then offers specific tools and techniques for engaging and managing these "under-the-table" processes and for creating the kind of organizational environment in which such hidden dynamics are unable to flourish. Covert Processes at Work is a comprehensive and practical guide that managers, leaders, and consultants can use to deal with the hidden dynamics that are often at the root of many organizational problems.
Customer Reviews:
Change Derailed.......2007-08-30
If you've been working with organizational change for decades, as I have, and have been frustrated by trying to convince upper management of the importance of the human factor in change processes, this book goes a long way to relieving that frustration. In fact,I'm planning on stocking up on copies to give as gifts.
Marshak makes it very clear why applying yet another logical argument will not reduce resistance to change. The prism model he and Judy Katz developed makes it easier to identify multiple perspectives and entry points into any change.Clear examples, lists, and processes for understanding and incorporating the human face of change round out this well-written book.
Any business manager needs COVERT PROCESSES AT WORK........2006-12-11
Hidden agendas, office politics and underlying assumptions can all work against attempts to restructure an organization to be more effective, so you need Covert Processes at Work: Managing the Five Hidden Dimensions of Organizational Change to understand these processes. Each chapters offers specific tools addressing specific processes and typical problems, blending case history examples with surveys of covert blocking factors, problems in addressing them, and maintaining focal points of change. Any business manager needs COVERT PROCESSES AT WORK.
Diane C. Donovan
California Bookwatch
TACKLES THE CHALLENGE OF UNDERSTANDING AND ADDRESSING HIDDEN ORGANIZATIONAL DYNAMICS!.......2006-09-23
Explores the unseen, unspoken and unacknowledged processes and psychodynamics of organization behavior at the individual and group levels, including hidden agendas, blind spots, politics, mindsets, values, and individual reasoning and motivation, both conscious and unconscious, that account for behaviors, particularly regarding organizational change.
Beyond explaining, the author also tackles the challenge of identifying and addressing these hidden processes. Central to the book is an integrated framework or model for identifying overt and covert dimensions of organizational change and behavior and revealing the sources and manifestations of covert processes.
Much emphasis is placed on diagnosis of these covert processes, but over half the book focuses on how to engage, manage and address these hidden dynamics. Additionally, a chapter is devoted to reframing the reader's ideas about organizational politics. All of this rich content provides the 'thinking tools' needed to achieve desired results.
Anyone involved in leadership, or organizational analysis and change--which, as change consultants as well as reviewers, we are--will find this a fascinating, outstanding book that sheds much light upon the dark undercurrents of organizational life.
A stunning book that will transform the field of organizational consulting.......2006-09-20
For the first time, we have a road map to help consultants and managers make discussable anything and everything that has long been considered undiscussable. Move over Chris Argyris. In deceptively simple prose, grounded in the best academic thinking on change management, Marshak presents a brilliant yet amazingly practical model of covert processes at work. No organizational change initiative can afford to ignore the power of unconscious dynamics among executives, managers, and employees. With this book in hand, your chances of success have just shot up a hundred fold.
Dr. Marshak uncovers covert dynamics..........2006-08-26
Ah, if only the global leaders would read Marshak's book, Covert Processes at Work. Anyone who is a change agent, and that includes managers, consultants, community organizers, CEOs, and yes, Prime Ministers/Presidents should read this book. Why? Have you ever lived in an organization where you are being so rational but can't understand why no one is following your suggestions? This book explains how to go about seeing what is not there (under the table). Have you ever thought that the metaphors people use could be a gateway to gaining clarity? Dr. Marshak explains how this can be done. It provides a framework on how to handle politics and much more. In the chaotic and terrifying world we live in, Bob provides a roadmap to help us to become better interveners with an emphasis on ethics and experience. Every chapter has an application on how it is done in the real world. Buy this book now!
Amazon.com
Perceptive business leaders are starting to understand that their enterprises will fully succeed only when all of their myriad stakeholders--owners, employees, customers and neighboring communities--also succeed. In the slim, but very thought-provoking
Managing By Values, Ken "The One Minute Manager" Blanchard and behavioral researcher Michael O'Connor lay out a realistic step-by-step plan for determining any company's core beliefs, and then putting them into practice throughout the organization in order to achieve real across-the-board satisfaction.
Customer Reviews:
Managing by the heart..........2006-08-15
Yet another great book for leaders or those who are leading people, not just managing people. O'Connor tells a story that gets to the heart of managing by the heart!
Easy read, great parable.
It All Starts with Mission & Values.......2005-10-25
Ken Blanchard's collaboration with Dr. Michael O'Connor has produced another management, leadership, and ethical living primer that is highly recommended to all current and future organizational leaders at all levels.
This book is about an inwardly-troubled, yet outwardly "I-have-it-all" president and CEO of a struggling company who, by chance, meets a managing by values (MBV) consultant who immediately and eventually helps transform the CEO's company into a "Fortunate 500 company" and his personal life into a rewarding family success story. The authors' important message that MBV provides the best framework for stability, continuity, and growth in today's fast-paced environment of social, cultural, personal, economic, and technological change was constantly and believably reinforced.
Through meetings with the consultant and interactions with some of his other clients, the CEO learns the fundamentals of MBV and how to apply them at home and at work: the three acts of life (achieve, connect, and integrate); the four pillars of Fortunate 500 companies (`raving fans' customers, employees who feel and act like owners, satisfied owners and stockholders, and the `significant others' who interact in mutually beneficial ways with the company (to include vendors, suppliers, creditors, distributors, the community, and the competition)); and the three-phased MBV process (clarify mission and values, communicate mission and values, align daily practices with mission and values).
I was most impressed with the authors' ability to effectively balance the conceptual and practical application aspects of MBV in a story that brought their extensive research and experiences with real-life MBV organizations to life. Do not let the fact that this book was written in 1997 dissuade you from reading and learning from it for it's message is timeless and probably even more relevant today.
Inspiring yet realistic overview of values integration..........2001-07-20
Finally... a book that gives more detail on how the values integration process works. Reading this book 6 months into our own values integration process is very reassuring because it really hits home on a lot of points. This book outlines the same process that we used and its working! The interpersonal relationships seem to me to be the first notable change. The buy-in part is crucial. This book is also realistic about internal opposition to the values integration and the length of time that it takes to truly become a values- based company. Another key topic in this book is that being a values-based company is about being a group of values-based people. You need to work on yourself too; it's not just that you have values when you come to work. I think an important feature of any values integration process is promoting the importance of living each day with integrity in ALL things that we do, not just at work. The amazing thing is that once you start to see and feel that your company is living your values, you will try harder to keep moving forward. Another good book to get people inspired is Obsessions of an Extraordinary Executive by Patrick Lencioni.
Good principles - too simplistic to execute.......2001-06-18
The basic messages of this book can be summarized in one paragraph. First writing down values and guiding principles is necessary. It’s important to know what’s important and making sure our staff and our stakeholders buy into these values. This requires communication. Secondly, writing mission and values won't be enough. The question is how we will put our values into action. It’s in the action that you will see how committed people are to the values. Commitment will mean that people’s behavior is aligned with the mission and the values. Not only does this mean that our values have to be written in a way they provide guidance for this.
Once you know this, reading the book is a waste of time. In fact I learned nothing from this book. The *real* challenges are formulating the mission and values in such a way that people REALLY buy into them. A first level of answer can be found from book such as "Visionary Leadership Skills (Dilts, 1996) and my own book "7 steps to emotional Intellince". A second level of comes from books such as "Appriciative Inquiry".
Good Luck on your search for meaning!
(extract from newsletter of ...
Insightful!.......2001-04-18
Managing By Values uses the same simple, direct story format used in The One Minute Manager and many other Ken Blanchard books. This makes the book easy to follow as it moves from one concept to the next. This book does a good job of presenting the Managing By Values system as an idea that makes sense for a company's bottom line. It's great to have a work force that enjoys their jobs, but those jobs won't last long if a company doesn't remain profitable. Managing By Values shows that you don't have to sacrifice profit to increase worker satisfaction and that you don't have to sacrifice worker satisfaction to increase profit. The MBV process shows that increased worker satisfaction leads to increased profit. This book is written for CEOs and people in senior leadership positions.
Amazon.com
The days of lifetime jobs and employee loyalty are over. Instead, competition and other market forces lead companies to lay off people, and employees to leave for the highest bidder, writes Peter Cappelli in The New Deal at Work. These changes in the workplace are making a salient impact on companies, employees, and the nation. For instance, companies are less likely to provide employee training and development, for fear employees will be poached by other firms. At the same time, companies are more apt to hire outside consultants than full-time employees, in order to stay competitive in a rapidly changing environment. This affects everything from national educational policy to employee morale to corporate management and payment principles, warns Cappelli, who is a Wharton School professor of management and codirector of the U.S. Department of Education's National Center on the Educational Quality of the Workforce. The book, well researched and filled with footnotes, provides historical perspective and insight for company leaders looking to manage the current economic reality. It's aimed primarily at managers, but anyone concerned about the nation's economic policies will gain some valuable insight. --Dan Ring
Book Description
In this thought-provoking book, the author argues that the relationship between employees and employers--an association that both defines and drives the American workplace--is in a state of profound transition. Organizations that once provided long-term job security and lifetime career development are abandoning these programs in favor of market-based employment transactions: short-term contracts, temporary staffing, and outsourcing. Peter Cappelli explores recent developments in employment relationships and causes us to rethink our long-held assumptions about managing people. He reveals that the new arrangement shifts many of the risks of business from employer to employee, as individuals must now assume responsibility for developing their own skills and careers. Yet when internal development programs are reduced or nonexistent, how can employers retain the employees they need and secure the commitment and specialized skills that so many projects demand? Cappelli's conclusions make for important and compelling reading for employees, managers, policy makers, and anyone concerned with the market forces that shape the American workplace.
Customer Reviews:
Insightful Analysis of Complex Trends.......2001-08-23
Cappelli's main idea -- that HRM is changing because the external marketplace is being brought into the firm -- really gets to the essence of changes in the employment relationship. Once you've read the first two chapters, you'll never think about HRM the same way again. However, I wish Cappelli had explored the complexity of labor markets and practices more deeply -- we really have a multi-model HRM now, rather than the "new deal" he outlines, and probably always will because of differences in product and labor markets and industries.
Insightful Reading.......2001-07-28
The New Deal explores the breaking of the structural ties that modern employees have with employer. It strives to explain the employee's basis for his association with his managers. A good read..no doubt.
A Wakeup Call for Middle Managers !.......2001-01-14
Cappelli provides an understanding of the changes in the social and psychological contracts between employees and their employers in todays world. I feel as if blinders have been removed from my eyes and that I now have the tools to understand the changing work environment and labor market of the new economy.
A must read for those in large companies that have existed longer than 40 years (or are over 40 years old themselves).
For for those who believe they have security and entitlement based upon their "knowledge of the company"... Here's a News Flash " Organizational man is dead ..."
Thanks Professor for the heads up !
Book Description
For managers who must act as change agents and build a motivated and productive workforce in a changing environment. Revised Edition.
Customer Reviews:
Okay, but..........2003-05-04
This book covers some of the basics, but you also need Beitler's "Strategic Organizational Change."
Managing Change at Work Revised Edition.......2000-05-15
This really was a fifty-minute book, but it was packed with well thought-out skills and strategies. It is a book that you will be able to turn to again and again for tips and tricks to use as different situations come up during organizational changes. The topics not only prepare you for change, they guide you through it and position you for the future. You will be able to identify your own style and recognize areas that need to be improved to facilitate change allowing you to create a one-minute advantage over your competitors. It covers not only how to deal with people and their attitudes but also topics as important as establishing an action plan. I recommend this book to anyone that needs a simple, concise guide to help move their company forward in today's and tomorrow's fast-paced competitive environment.
Book Description
The complete guide for anyone who faces sudden change at work, in technology, and in the world around them.
In Changing Directions Without Losing Your Way, the authors who helped pioneer the "working from home" revolution identify the six stages of change in business and in life. In each of these six stages, Paul and Sarah demonstrate how to understand and assess change for what it is, and then recast your career or other vital aspects of life to adapt to new realities.
Their new book is filled with concrete suggestions, allowing every reader to feel that he or she can gain control of whatever situation life presents.
From facing a new reality, releasing the past, finding an inner compass, embracing the future, developing a strategy, to putting the show on the road, the six stages of change are clearly explained. The book even shows how to develop better nutrition and health habits that energize the body during periods of stress. The authors supply useful and simple exercises to help readers understand their options. They also supply vivid examples of others who have successfully wrestled with the disruptions of job changes, downsizing, or changes.
Customer Reviews:
Forget Moving The Cheese. This Is Your Life.......2001-05-31
About 30 years ago I read Alvin Toffler's FUTURE SHOCK wherein he described the rapidity of change and impact it would have on society and the individual in the coming decades. I have since observed in my personal and professional lives much of that dispossessing "shock" where the future meets the present. I could well have remained immobilized in the wake of recent life path switcheroos but for the wholly manageable techniques laid out in Paul and Sarah Edwards CHANGING DIRECTIONS. Clearly they have done their homework and have fashioned a plan of action that anyone can commence and complete, regardless of how stranded one may feel or uncertain the road may look. The book's life lessons allow individuals to reset the compass, fuel the engine, align the steering, inflate the tires and provide some fresh views of roads taken or not taken. Last year's WHO MOVED MY CHEESE provided a nice little fable and easy read for time-strapped rat-racers. But it might leave many feeling a bit undernourished in the how-to department. Paul and Sarah Edwards have set the table nicely with a six-course feast ("to go") of work and life-changing wisdom. Just desserts await those who faithfully follow their recommended menus.
Well worth the read..........2001-05-19
I found the book to be extremely helpful in identifying what it is you wish to change in your life, eliminating the fear and psychological blocks which stand in the way, and manifesting the dreams you've always had...yet often forgot were still locked inside, waiting to be fulfilled. The authors have written in a way which is immediately accessible, entertaining, and easily digested. There is a gentle urging which draws you closer to those "fantasies" many of us let go of, only to replace with a half-life of others' belief systems that ultimately have not led to our fulfillment. "Changing Directions" gets you in touch with what you may have forgotten or forever released as "inappropriate" or "irresponsible choices"...and challenges you to once again embrace them as perhaps the only appropriate, responsible choice you can make if you are ever to achieve happiness.
Average customer rating:
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Managing Career Transitions: Your Career As A Work In Progress (2nd Edition)
Kit Harrington Hayes
Manufacturer: Prentice Hall
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Product Description
A unique and useful guide for practitioners who want to broaden their repertoire of professional choices and are either moving up the administrative ladder or considering making a career move in that direction. In user-friendly language, Changing Hats While Managing Change addresses the major challenges that face social workers in these complex times and presents a picture of the various roles and responsibilities of administration, illustrating them with lively case studies.
As with the first edition in 1990, Changing Hats While Managing Change fills a gap in social work literature by bridging the differing scopes of responsibility of the social work practitioner and the social work administrator. New sections and expanded materials contemporize and strengthen the book. Using both theoretical and practice perspectives, it emphasizes the complexity of managing social organizations with a focus on advocacy and the management of change. In an era of intensifying responsibilities, this excellent work presents a realistic and achievable picture.
SPECIAL FEATURES:
Case studies from traditional and emerging fields of practice that illustrate theoretical material
Comprehensive content that includes political perspectives, governance and boards of directors, financial concerns, advocacy, working with volunteers, and human resource management
Useful information for other professions, including law, psychiatry, and education
Book Description
This book focuses on the current evolution of a radically different, credit-based education system which offers wider access to post-16 education. It locates the development of credit both nationally and international and considers in detail the implications for the post-16 sector.
Book Description
Recent technological and environmental changes have shifted the operations of management control systems from meeting separate, individually based budgetary goals to management control techniques that emphasize group and team control structures. Accordingly, team-based management controls that incorporate normative, instrumental, and coercive controls are being used in complex organizations to monitor production quality and cost control, manage incentive systems, and design and implement management accounting systems. This book provides the first attempt to bring the theory of organizational ecology to the forefront in behavioral accounting research. The adaptation framework has been utilized to incorporate environmental and technological issues as well as organizational structural and contextual factors to examine recent developments in management control systems, particularly the use of accounting systems in managing the performance of teams. Researchers and teachers in graduate programs, managers in business, and service organizations who use work groups to manage their organization activities should find this work an immense addition to their collections.
Books:
- What Color Is Your Parachute? 2007: A Practical Manual for Job-Hunters and Career-Changers (What Color Is Your Parachute)
- Wikinomics: How Mass Collaboration Changes Everything
- Wikinomics: How Mass Collaboration Changes Everything
- Wind and Solar Power Systems: Design, Analysis, and Operation, Second Edition
- Workflow Modeling: Tools for Process Improvement and Application Development
- 75 e-Learning Activities: Making Online Learning Interactive
- A Savage War of Peace: Algeria 1954-1962 (New York Review Books Classics)
- A Timber Framer's Workshop: Joinery, Design & Construction of Traditional Timber Frames
- Applebee's America: How Successful Political, Business, and Religious Leaders Connect with the New American Community
- Art Deco New York
Books Index
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