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"This volume presents contributions from a lecture series held in the winter semester 2009/10 at the University of Heidelberg's Cluster of Excellence 'Asia and Europe in a Global Context: Shifting Asymmetries in Cultural Flows.' The central theme is the power of things--works of art, luxury goods, and ideas--in cultural processes"--P. 8.
"Whether you run your own business or work for someone else, you've probably got a lot on your plate. Along with the portion of your work that you truly feel like doing comes a generous helping of things you'd rather not do. As consultants, Steve Levinson and Chris Cooper have seen countless clients struggle--and often fail--to do the many success-producing things they know they should do but don't feel like doing. The Power to Get Things Done will teach you how to consistently turn your good intentions into action so that you can be as successful as possible in the work you do. Don't feel like filing those pesky tax forms or making the follow-up calls you've been putting off? The Power to Get Things Done will show you how to get yourself--and keep yourself--in gear, "--Amazon.com.
We are all subjective—it's human nature. We overreact to situations; we judge people too quickly and unfairly; we take something personally when it was not really meant that way. As a result, we lose relationships, reputation, money, and peace of mind. And in our ever-more-complex world, leaders must make decisions faster and with more conflicting information; widespread insecurity makes people territorial and risk-averse; and the consequences of every action are played out on a disproportionately large stage. Imagine how much more prepared Mitt Romney could have been for his landslide loss on election night, if his advisors had acknowledged the facts staring them in the face. To succeed, we must consciously seek to increase our objectivity—seeing and accepting things as they are without projecting our mental models, fears, background, and personal experiences onto them. This way, we not only avoid costly cognitive errors, but open ourselves to engage new cultures, new markets, and new opportunities. In The Objective Leader, Thornton draws on her original research, as well as her years of experience as a manager and entrepreneur, to offer proven strategies for identifying limiting and unproductive ways of thinking and creating powerful new mental models that ensure continued success.
A conceptual update of affordance theory that introduces the mechanisms and conditions framework, providing a vocabulary and critical perspective. Technological affordances mediate between the features of a technology and the outcomes of engagement with that technology. The concept of affordances, which migrated from psychology to design with Donald Norman's influential 1988 book, The Design of Everyday Things, offers a useful analytical tool in technology studies—but, Jenny Davis argues in How Artifacts Afford, it is in need of a conceptual update. Davis provides just such an update, introducing the mechanisms and conditions framework, which offers both a vocabulary and necessary critical perspective for affordance analyses. The mechanisms and conditions framework shifts the question from what objects afford to how objects afford, for whom, and under what circumstances. Davis shows that through this framework, analyses can account for the power and politics of technological artifacts. She situates the framework within a critical approach that views technology as materialized action. She explains how request, demand, encourage, discourage, refuse, and allow are mechanisms of affordance, and shows how these mechanisms take shape through variable conditions—perception, dexterity, and cultural and institutional legitimacy. Putting the framework into action, Davis identifies existing methodological approaches that complement it, including critical technocultural discourse analysis (CTDA), app feature analysis, and adversarial design. In today's rapidly changing sociotechnical landscape, the stakes of affordance analyses are high. Davis's mechanisms and conditions framework offers a timely theoretical reboot, providing tools for the crucial tasks of both analysis and design.
The "natural order of the state" was an early modern mania for the Ottoman Empire. In a time of profound and pervasive imperial transformation, the ideals of stability, proper order, and social harmony were integral to the legitimization of Ottoman power. And as Ottoman territory grew, so too did its network of written texts: a web of sultanic edicts, aimed at defining and supplementing imperial authority in the empire's disparate provinces. With this book, Heather L. Ferguson studies how this textual empire created a unique vision of Ottoman legal and social order, and how the Ottoman ruling elite, via sword and pen, articulated a claim to universal sovereignty that subverted internal challengers and external rivals. The Proper Order of Things offers the story of an empire, at once familiar and strange, told through the shifting written vocabularies of power deployed by the Ottomans in their quest to thrive within a competitive early modern environment. Ferguson transcends the question of what these documents said, revealing instead how their formulation of the "proper order of things" configured the state itself. Through this textual authority, she argues, Ottoman writers ensured the durability of their empire, creating the principles of organization on which Ottoman statecraft and authority came to rest.
Connectional Intelligence unlocks the 21st-century secret to getting "big things done," regardless of who you are, where you live, or what you do. We typically associate success and leadership with smarts, passion and luck. But in today's hypercompetitive world, even those gifts aren't enough. Get Big Things Done argues that the game changer is a thoroughly modern skill called Connectional Intelligence. Virtually anyone can maximize his or her potential, and achieve breakthrough performance, by developing this crucial ability. So, what is it? Put simply, Connectional Intelligence is the ability to combine knowledge, ambition and human capital, forging connections on a global scale that create unprecedented value and meaning. As radical a concept as Emotional Intelligence was in the 90s, Connectional Intelligence is changing everything from business and sports to academics, health and politics by quickly, efficiently and creatively helping people enlist supporters, drive innovation, develop strategies and implement solutions to big problems. Can a small-town pumpkin grower affect the global food crisis? A Fortune 500 executive change her company's outdated culture through video storytelling? A hip-hop artist launch an international happiness movement? Or a scientist use virtual reality games to lower pain for burn victims? The answer, you'll read, is a resounding yes. Each of these individuals is using Connectional Intelligence to become a power player to get big things done. Erica Dhawan and Saj-nicole Joni's Get Big Things Done unlocks the secrets of how the world's movers and shakers use Connectional Intelligence to achieve their personal and professional goals--no matter how ambitious.
An interdisciplinary study of how conspiracy theories and stories persist and resonate among different Americans
In a world obsessed with the virtual, tangible things are once again making history. Tangible Things invites readers to look closely at the things around them, ordinary things like the food on their plate and extraordinary things like the transit of planets across the sky. It argues that almost any material thing, when examined closely, can be a link between present and past. The authors of this book pulled an astonishing array of materials out of storage--from a pencil manufactured by Henry David Thoreau to a bracelet made from iridescent beetles--in a wide range of Harvard University collections to mount an innovative exhibition alongside a new general education course. The exhibition challenged the rigid distinctions between history, anthropology, science, and the arts. It showed that object-centered inquiry inevitably leads to a questioning of categories within and beyond history. Tangible Things is both an introduction to the range and scope of Harvard's remarkable collections and an invitation to reassess collections of all sorts, including those that reside in the bottom drawers or attics of people's houses. It interrogates the nineteenth-century categories that still divide art museums from science museums and historical collections from anthropological displays and that assume history is made only from written documents. Although it builds on a larger discussion among specialists, it makes its arguments through case studies, hoping to simultaneously entertain and inspire. The twenty case studies take us from the Galapagos Islands to India and from a third-century Egyptian papyrus fragment to a board game based on the twentieth-century comic strip "Dagwood and Blondie." A companion website catalogs the more than two hundred objects in the original exhibition and suggests ways in which the principles outlined in the book might change the way people understand the tangible things that surround them.
An examination of how post-9/11 security concerns have transformed the public view and governance of infrastructure. After September 11, 2001, infrastructures—the mundane systems that undergird much of modern life—were suddenly considered “soft targets” that required immediate security enhancements. Infrastructure protection quickly became the multibillion dollar core of a new and expansive homeland security mission. In this book, Ryan Ellis examines how the long shadow of post-9/11 security concerns have remade and reordered infrastructure, arguing that it has been a stunning transformation. Ellis describes the way workers, civic groups, city councils, bureaucrats, and others used the threat of terrorism as a political resource, taking the opportunity not only to address security vulnerabilities but also to reassert a degree of public control over infrastructure. Nearly two decades after September 11, the threat of terrorism remains etched into the inner workings of infrastructures through new laws, regulations, technologies, and practices. Ellis maps these changes through an examination of three U.S. infrastructures: the postal system, the freight rail network, and the electric power grid. He describes, for example, how debates about protecting the mail from anthrax and other biological hazards spiraled into larger arguments over worker rights, the power of large-volume mailers, and the fortunes of old media in a new media world; how environmental activists leveraged post-9/11 security fears over shipments of hazardous materials to take on the rail industry and the chemical lobby; and how otherwise marginal federal regulators parlayed new mandatory cybersecurity standards for the electric power industry into a robust system of accountability.
If you want to "change lives, change organizations, change the world," the Stanford business school’s motto, you need power. Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don’t blame the tool for how some people used it. If fully understood and harnessed effectively, power skills and understanding become the keys to increasing salaries, job satisfaction, career advancement, organizational change, and, happiness. In 7 Rules of Power, Jeffrey Pfeffer, professor of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular—with life-changing results often achieved in 8 or 10 weeks. Rooted firmly in social science research, Pfeffer’s 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance. The 7 rules are: 1) Get out of your own way. 2) Break the rules. 3) Show up in powerful fashion. 4) Create a powerful brand. 5) Network relentlessly. 6) Use your power. 7) Understand that once you have acquired power, what you did to get it will be forgiven, forgotten, or both. With 7 Rules of Power, you’ll learn, through both numerous examples as well as research evidence, how to accomplish change in your organization, your life, the lives of others, and the world.