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Incorporating archeology, anthropology, cartography, and Indigenous studies into military history, Wayne E. Lee has argued throughout his distinguished career that wars and warfare cannot be understood by a focus that rests solely on logistics, strategy, and operations. Fighting forces bring their own cultural traditions and values onto the battlefield. In this volume, Lee employs his "cutting-off way of war" (COWW) paradigm to recast Indigenous warfare in a framework of the lived realities of Native people rather than with regard to European and settler military strategies and practices. Indigenous people lacked deep reserves of population or systems of coercive military recruitment and as such were wary of heavy casualties. Instead, Indigenous warriors sought to surprise their targets, and the size of the target varied with the size of the attacking force. A small war party might "cut off" individuals found getting water, wood, or out hunting, while a larger party might attempt to attack a whole town. Once revealed by its attack, the invading war party would flee before the defenders' reinforcements from nearby towns could organize. Sieges or battles were rare and fought mainly to save face or reputation. After discussing the COWW paradigm, including a deep look at Native logistics and their associated strategic flexibility, Lee demonstrates how the system worked and evolved in five subsequent chapters that detail intra-tribal and Indigenous-colonial warfare from pre-contact through the American Revolution.
#1 Wall Street Journal Bestseller The Obstacle is the Way has become a cult classic, beloved by men and women around the world who apply its wisdom to become more successful at whatever they do. Its many fans include a former governor and movie star (Arnold Schwarzenegger), a hip hop icon (LL Cool J), an Irish tennis pro (James McGee), an NBC sportscaster (Michele Tafoya), and the coaches and players of winning teams like the New England Patriots, Seattle Seahawks, Chicago Cubs, and University of Texas men’s basketball team. The book draws its inspiration from stoicism, the ancient Greek philosophy of enduring pain or adversity with perseverance and resilience. Stoics focus on the things they can control, let go of everything else, and turn every new obstacle into an opportunity to get better, stronger, tougher. As Marcus Aurelius put it nearly 2000 years ago: “The impediment to action advances action. What stands in the way becomes the way.” Ryan Holiday shows us how some of the most successful people in history—from John D. Rockefeller to Amelia Earhart to Ulysses S. Grant to Steve Jobs—have applied stoicism to overcome difficult or even impossible situations. Their embrace of these principles ultimately mattered more than their natural intelligence, talents, or luck. If you’re feeling frustrated, demoralized, or stuck in a rut, this book can help you turn your problems into your biggest advantages. And along the way it will inspire you with dozens of true stories of the greats from every age and era.
Who Cut the Cheese? uses a delightful little fable to encapsulate the fundamental rule of modern American management and the new economy: "Survive change by shifting blame." The fable revolves around two malevolent rats and two spiteful "Punypeople" who find themselves trapped together in a maze, fighting over a dwindling supply of constantly moving cheese. Some characters adapt readily to this treacherous, shifting environment -- blaming the weak and overpowering the helpless. Others perish in horror, praying for death. Read this book and live! Written for all ages, the story can be understood by even the youngest reader: The "maze"is a metaphor for life, and the "cheese" is a metaphor for whatever you desire in life -- be it worldly goods, spiritual well-being, or unspeakable sexual encounters too deviant even for the Internet. The more advanced reader will also understand the secondary message of the book: "Resistance is futile." As soon as change happens, we must accept it immediately or suffer the consequences. This heavy-handed lesson is designed to engender unquestioning obedience to authority, and makes the book an ideal gift for subordinates. Large companies would be well advised to give this book to each and every one of their employees, especially if they are considering a restructuring to bolster shareholder value. Extremely short, even including illustrations, the story takes less than an hour to read, but its unsettling conclusions on the nature of humanity should last a lifetime!
In the pantheon of air power spokesmen, Giulio Douhet holds center stage. His writings, more often cited than perhaps actually read, appear as excerpts and aphorisms in the writings of numerous other air power spokesmen, advocates-and critics. Though a highly controversial figure, the very controversy that surrounds him offers to us a testimonial of the value and depth of his work, and the need for airmen today to become familiar with his thought. The progressive development of air power to the point where, today, it is more correct to refer to aerospace power has not outdated the notions of Douhet in the slightest In fact, in many ways, the kinds of technological capabilities that we enjoy as a global air power provider attest to the breadth of his vision. Douhet, together with Hugh “Boom” Trenchard of Great Britain and William “Billy” Mitchell of the United States, is justly recognized as one of the three great spokesmen of the early air power era. This reprint is offered in the spirit of continuing the dialogue that Douhet himself so perceptively began with the first edition of this book, published in 1921. Readers may well find much that they disagree with in this book, but also much that is of enduring value. The vital necessity of Douhet’s central vision-that command of the air is all important in modern warfare-has been proven throughout the history of wars in this century, from the fighting over the Somme to the air war over Kuwait and Iraq.
The flood of information, unprecedented transparency, increasing interconnectedness-and our global interde¬pendence-are dramatically reshaping today's world, the world of business, and our lives. We are in the Era of Behavior and the rules of the game have fundamentally changed. It is no longer what you do that matters most and sets you apart from others, but how you do what you do. Whats are commodities, easily duplicated or reverse-engineered. Sustainable advantage and enduring success for organizations and the people who work for them now lie in the realm of how, the new frontier of conduct. For almost two decades, Dov Seidman's pioneering organi¬zation, LRN, has helped some of the world's most respected companies build "do it right," winning cultures and inspire principled performance throughout their organizations. Seidman's distinct vision of the world, business, and human endeavor has helped enable more than 15 million people do¬ing business in more than 120 countries to outbehave the competition. In HOW: Why HOW We Do Anything Means Everything, Dov Seidman shares his unique approach with you. Now updated and expanded, HOW includes a new Fore¬word from President Bill Clinton and a new Preface from Dov Seidman on why how we behave, lead, govern, operate, consume, engender trust in our relationships, and relate to others matters more than ever and in ways it never has before. Through entertaining anecdotes, surprising case studies, cutting-edge research in a wide range of fields, and reveal¬ing interviews with a diverse group of leaders, business executives, experts, and everyday people on the front lines, this book explores how we think, how we behave, how we lead, and how we govern our institutions and ourselves to uncover the values-inspired "hows" of twenty-first-century success and significance. Divided into four comprehensive parts, this insightful book: Exposes the forces and factors that have fundamentally restructured the world in which organizations operate and their people conduct themselves, placing a new focus on their hows Provides frameworks to help you understand those hows and implement them in powerful and productive ways Helps you channel your actions and decisions in order to thrive uniquely within today's new realities Sheds light on the systems of how-the dynamics between people that shape organizational culture-andintroduces a bold new vision for leading and winning through self-governance The qualities that many once thought of as "soft"-values, trust, and reputation-are now the hard currency of success and the ultimate drivers of efficiency, performance, innova¬tion, and growth. With in-depth insights and practical advice, HOW will help you bring excellence and significance to your business endeavors- and your life-and refocus your efforts in powerful new ways. If you want to stand out, to thrive in our fast changing, hyper¬connected, and hypertransparent world, read this book and discover HOW.
The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve. “Might be the most thoughtful management book ever.”—Fast Company For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable. As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the twenty-five movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as: • Give a good idea to a mediocre team and they will screw it up. But give a mediocre idea to a great team and they will either fix it or come up with something better. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. Creativity, Inc. has been significantly expanded to illuminate the continuing development of the unique culture at Pixar. It features a new introduction, two entirely new chapters, four new chapter postscripts, and changes and updates throughout. Pursuing excellence isn’t a one-off assignment but an ongoing, day-in, day-out, full-time job. And Creativity, Inc. explores how it is done.
Why is surgery so expensive? Surgeon Paul A. Ruggieri reveals little-known truths about his profession—and the hidden flaws of our healthcare system—in this compelling and troubling account of real patients, real doctors, and how money influences medical decisions behind the scenes. Even many well-informed patients have no idea what may be contributing to the cost of their surgery. With up-to-date research and stories from his practice, Ruggieri shows how business arrangements among hospitals, insurance companies, and surgeons affect who gets treatment—and whether they get the right treatment. Pulling back the curtain from the hospital bed, he explains how to safeguard one’s own health (and finances), and how America can make surgery more affordable for all without sacrificing quality care.
Taking its title from The Face of Battle, John Keegan's canonical book on the nature of warfare, The Other Face of Battle illuminates the American experience of fighting in "irregular" and "intercultural" wars over the centuries. Sometimes known as "forgotten" wars, in part because they lackedtriumphant clarity, they are the focus of the book. David Preston, David Silbey, and Anthony Carlson focus on, respectively, the Battle of Monongahela (1755), the Battle of Manila (1898), and the Battle of Makuan, Afghanistan (2020) - conflicts in which American soldiers were forced to engage in"irregular" warfare, confronting an enemy entirely alien to them. This enemy rejected the Western conventions of warfare and defined success and failure - victory and defeat - in entirely different ways. Symmetry of any kind is lost. Here was not ennobling engagement but atrocity, unanticipatedinsurgencies, and strategic stalemate.War is always hell. These wars, however, profoundly undermined any sense of purpose or proportion. Nightmarish and existentially bewildering, they nonetheless characterize how Americans have experienced combat and what its effects have been. They are therefore worth comparing for what they hold incommon as well as what they reveal about our attitude toward war itself. The Other Face of Battle reminds us that "irregular" or "asymmetrical" warfare is now not the exception but the rule. Understanding its roots seems more crucial than ever.