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How technologies can get it wrong in sports, and what the consequences are—referees undermined, fans heartbroken, and the illusion of perfect accuracy maintained. Good call or bad call, referees and umpires have always had the final say in sports. Bad calls are more visible: plays are televised backward and forward and in slow motion. New technologies—the Hawk-Eye system used in tennis and cricket, for example, and the goal-line technology used in English football—introduced to correct bad calls sometimes get it right and sometimes get it wrong, but always undermine the authority of referees and umpires. Bad Call looks at the technologies used to make refereeing decisions in sports, analyzes them in action, and explains the consequences. Used well, technologies can help referees reach the right decision and deliver justice for fans: a fair match in which the best team wins. Used poorly, however, decision-making technologies pass off statements of probability as perfect accuracy and perpetuate a mythology of infallibility. The authors re-analyze three seasons of play in English Premier League football, and discover that goal line technology was irrelevant; so many crucial wrong decisions were made that different teams should have won the Premiership, advanced to the Champions League, and been relegated. Simple video replay could have prevented most of these bad calls. (Major League baseball learned this lesson, introducing expanded replay after a bad call cost Detroit Tigers pitcher Armando Galarraga a perfect game.) What matters in sports is not computer-generated projections of ball position but what is seen by the human eye—reconciling what the sports fan sees and what the game official sees.
An adrenaline-fueled read that will stay with you long after you turn the final page, Bad Call is a "compulsively readable, totally unforgettable" memoir about working on a New York City ambulance in the 1960s (James Patterson). Bad Call is Mike Scardino's visceral, fast-moving, and mordantly funny account of the summers he spent working as an "ambulance attendant" on the mean streets of late-1960s New York. Fueled by adrenaline and Sabrett's hot dogs, young Mike spends his days speeding from one chaotic emergency to another. His adventures take him into the middle of incipient race riots, to the scene of a plane crash at JFK airport and into private lives all over Queens, where New Yorkers are suffering, and dying, in unimaginable ways. Learning on the job, Mike encounters all manner of freakish accidents (the man who drank Drano, the woman attacked by rats, the man who inflated like a balloon), meets countless unforgettable New York characters, falls in love, is nearly murdered, and gets an early and indelible education in the impermanence of life and the cruelty of chance. Action-packed, poignant, and rich with details that bring Mike's world to technicolor life, Bad Call is a gritty portrait of a bygone era as well as a bracing reminder that, though "life itself is a fatal condition," it's worth pausing to notice the moments of beauty, hope, and everyday heroism along the way.
It was supposed to be epic. During a late-night poker game, tennis teammates Colin, Ceo, Grahame, and Rhody make a pact to go on a camping trip in Yosemite National Park. And poker vows can't be broken. The first sign that they should ditch the plan is when Rhody backs out. The next is when Ceo replaces him with Ellie, a girl Grahame and Colin have never even heard of. And then there's the forest fire at their intended campsite. But instead of bailing, they decide to take the treacherous Snow Creek Falls Trail to the top of Yosemite Valley. From there, the bad decisions really pile up. A freak storm is threatening snow, their Craigslist tent is a piece of junk, and Grahame is pretty sure there's a bear on the prowl. On top of that, the guys have some serious baggage (and that's not including the ridiculously heavy ax that Grahame insisted on packing) and Ellie can't figure out what their deal is. And then one of them doesn't make it back to the tent. Desperate to survive while piecing together what happened, the remaining hikers must decide who to trust in this riveting, witty, and truly unforgettable psychological thriller that reveals how one small mistake can have chilling consequences.
Professional hockey enforcers—popularly known as “goons”—finally get their due in this rollicking look at the players who have perfected the art of making mayhem. Whether they are called upon to duke it out with a fellow troublemaker or intimidate an opponent’s top scorer, these are the men who get the crowds to their feet, the sports radio shows buzzing, and the TV audience spilling their beers in excitement. Old timers like Joe Hall and Red Horner are profiled here, along with legendary heavy hitters Tiger Williams, Stu Grimson, and Bob Probert, fan favorites Tie Domi and Georges Laroque, and contemporary hockey stars Arron Asham and Brian McGrattan. The book also delves into the intense debate over the issue of violence on the ice as well as the personal and professional dramas of the NHL’s bad boys: the suspensions, the concussions, and the constant controversy of their role in the game.
When Richard Rumelt's Good Strategy/Bad Strategy was published in 2011, it immediately struck a chord, calling out as bad strategy the mish-mash of pop culture, motivational slogans and business buzz speak so often and misleadingly masquerading as the real thing. Since then, his original and pragmatic ideas have won fans around the world and continue to help readers to recognise and avoid the elements of bad strategy and adopt good, action-oriented strategies that honestly acknowledge the challenges being faced and offer straightforward approaches to overcoming them. Strategy should not be equated with ambition, leadership, vision or planning; rather, it is coherent action backed by an argument. For Rumelt, the heart of good strategy is insight into the hidden power in any situation, and into an appropriate response - whether launching a new product, fighting a war or putting a man on the moon. Drawing on examples of the good and the bad from across all sectors and all ages, he shows how this insight can be cultivated with a wide variety of tools that lead to better thinking and better strategy, strategy that cuts through the hype and gets results.
Bullshit isn’t what it used to be. Now, two science professors give us the tools to dismantle misinformation and think clearly in a world of fake news and bad data. “A modern classic . . . a straight-talking survival guide to the mean streets of a dying democracy and a global pandemic.”—Wired Misinformation, disinformation, and fake news abound and it’s increasingly difficult to know what’s true. Our media environment has become hyperpartisan. Science is conducted by press release. Startup culture elevates bullshit to high art. We are fairly well equipped to spot the sort of old-school bullshit that is based in fancy rhetoric and weasel words, but most of us don’t feel qualified to challenge the avalanche of new-school bullshit presented in the language of math, science, or statistics. In Calling Bullshit, Professors Carl Bergstrom and Jevin West give us a set of powerful tools to cut through the most intimidating data. You don’t need a lot of technical expertise to call out problems with data. Are the numbers or results too good or too dramatic to be true? Is the claim comparing like with like? Is it confirming your personal bias? Drawing on a deep well of expertise in statistics and computational biology, Bergstrom and West exuberantly unpack examples of selection bias and muddled data visualization, distinguish between correlation and causation, and examine the susceptibility of science to modern bullshit. We have always needed people who call bullshit when necessary, whether within a circle of friends, a community of scholars, or the citizenry of a nation. Now that bullshit has evolved, we need to relearn the art of skepticism.
From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together
Recounts the events of a day when everything goes wrong for Alexander. Suggested level: junior, primary.
Digte. Addresses race, class, sexuality, faith, social justice, mortality, and the challenges of living HIV positive at the intersection of black and queer identity
#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership.