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First full biography of MacArthur's chief intelligence officer Charles Willoughby, reflecting on the consequences of prioritizing loyalty to a superior over objectivity of intelligence. Major General Charles A. Willoughby served as Douglas MacArthur's stalwart chief intelligence officer (G-2} for over a decade, throughout World War II and the Korean War. This first full biography examines Willoughby's shadowy origins in his native Germany, his curious arrival in the United States, and his military service in World War I, as well as his work during the interwar years as a junior diplomat, budding historian, and neophyte intelligence officer. His chance encounter with MacArthur in the mid-1930s would prove to be the genesis of a near-symbiotic relationship between the two, with significant consequences for both. Throughout his life, Willoughby identified with strong, authoritarian leaders, notably Franco, and—especially—MacArthur. The author also assesses Willoughby's performance as a professional intelligence officer both in World War II and Korea, where he is often vilified for his inaccurate assessments of enemy strength and most likely courses of action, as well as his sycophantic relationship with his commander. Willoughby is most often criticized for his failing to foresee the entry of Chinese forces into the Korean War and its impact upon the US Army and the prosecution of the war. Following MacArthur’s removal by President Truman in 1951, Willoughby retired and spent the rest of his days engaged in right-wing political activity and in staunchly defending his much-maligned boss. The legacy he left is one filled with lingering and important questions about loyalty to superiors, in civilian as well as military environments, how far that loyalty should extend, and walking the tightrope involved in telling truth to power.
From the author of Sagittarius, First Loyalty is a highly acclaimed novel of international espionage in which an American translator unwittingly discovers a plot between an exiled Soviet dissident poet and the KGB.
Loyalty and Liberty offers the first comprehensive account of the politics of countersubversion in the United States prior to the McCarthy era. Beginning with the loyalty politics of World War I, Alex Goodall traces the course of American countersubversion as it ebbed and flowed throughout the first half of the twentieth century, culminating in the rise of McCarthyism and the Cold War. This sweeping study explores how antisubversive fervor was dampened in the 1920s in response to the excesses of World War I, transformed by the politics of antifascism in the Depression era, and rekindled in opposition to Roosevelt's ambitious New Deal policies in the later 1930s and 1940s. Identifying varied interest groups such as business tycoons, Christian denominations, and Southern Democrats, Goodall demonstrates how countersubversive politics was far from unified: groups often pursued clashing aims while struggling to balance the competing pulls of loyalty to the nation and liberty of thought, speech, and action. Meanwhile, the federal government pursued its own course, which alternately converged with and diverged from the paths followed by private organizations. By the end of World War II, alliances on the left and right had largely consolidated into the form they would keep during the Cold War. Anticommunists on the right worked to rein in the supposedly dictatorial ambitions of the Roosevelt administration, while New Deal liberals divided into several camps: the Popular Front, civil liberties activists, and embryonic Cold Warriors who struggled with how to respond to communist espionage in Washington and communist influence in politics more broadly. Rigorous in its scholarship yet accessible to a wide audience, Goodall's masterful study shows how opposition to radicalism became a defining ideological question of American life.
When your family’s on the wrong side of the law…what side are you on? The Ludlows are a family of fast-talking Boston lawyers, and patriarch Carl Ludlow treats his offspring like employees—which they are. Black-sheep daughter, Fina, dropped out of law school, but her father keeps her in the fold as the firm’s private investigator, working alongside her brothers. Juggling family, business, cops and crooks is no problem for Fina. But when her sister-in-law disappears, she’s caught up in a case unlike any she’s encountered before. Carl wants things resolved without police, but the deeper Fina digs, the more impossible that seems. As she unearths more dirt, the demands of family loyalty intensify. But she is after the truth—no matter where it lies…
Loyalty Programs: The Complete Guide (2nd Edition) is the most comprehensive book on loyalty program theory and practice available. It combines a wide range of academic research, loyalty psychology, and industry expertise to deliver a comprehensive and global view of all aspects of loyalty programs. Praise for Loyalty Programs: The Complete Guide "Loyalty Programs: The Complete Guide is an extremely valuable resource for loyalty and marketing professionals. In fact, I found it so helpful that Eagle Eye now buys a copy for every new member of our sales team to give them a comprehensive understanding of the global loyalty landscape. I particularly enjoy the case studies which really bring the concepts to life. Highly recommended." Tim Mason, CEO of Eagle Eye and former Tesco CMO and founder of Clubcard Supported by over 170 case studies, this 2nd Edition covers loyalty program theory (Part 1) and loyalty program execution (Part 2). It features: The history of loyalty programs Do loyalty programs work? An academic research review The eight essential principles of a best-practice loyalty program Loyalty psychology, biases, and heuristics Loyalty program design frameworks and rewards Games and gamification Business-to-business (B2B) loyalty program approaches Loyalty technology, emerging capabilities and Web3 loyalty Member data capture, analysis, and usage Loyalty marketing and member lifecycle management Commercial modelling, benefits and considerations Security and fraud risks and mitigations, and legal considerations Loyalty program operations The future of loyalty Author Philip Shelper is CEO and Founder at leading loyalty consultancy, Loyalty & Reward Co. He has extensive experience within the loyalty industry as a designer, speaker, educator and researcher. In addition to designing loyalty programs for over 100 brands globally, he previously held loyalty roles at Qantas Frequent Flyer and Vodafone. Phil is a member of several hundred loyalty programs, and an obsessive researcher of loyalty psychology and loyalty history, all of which he uses to understand the essential dynamics of what makes a successful loyalty program. Loyalty Programs: The Complete Guide was co-created by Loyalty & Reward Co's senior management team including Stacey Lyons, Scott Harrison, Ryan De Boer and Max Savransky. The Loyalty & Reward Co team specialise in loyalty program design, implementation and operation for major brands globally. Loyalty Programs: The Complete Guide also includes contributions from widely recognised loyalty industry experts Lincoln Hunter (principal and founder of Loyalty Legal) and Michael Smith (co-founder of the Loyalty Security Association).
Everyone knows that the best way to create customer loyalty is with service so good, so over the top, that it surprises and delights. But what if everyone is wrong? In their acclaimed bestseller The Challenger Sale, Matthew Dixon and his colleagues at CEB busted many longstanding myths about sales. Now they’ve turned their research and analysis to a new vital business subject—customer loyalty—with a new book that turns the conventional wisdom on its head. The idea that companies must delight customers by exceeding service expectations is so entrenched that managers rarely even question it. They devote untold time, energy, and resources to trying to dazzle people and inspire their undying loyalty. Yet CEB’s careful research over five years and tens of thousands of respondents proves that the “dazzle factor” is wildly overrated—it simply doesn’t predict repeat sales, share of wallet, or positive wordof-mouth. The reality: Loyalty is driven by how well a company delivers on its basic promises and solves day-to-day problems, not on how spectacular its service experience might be. Most customers don’t want to be “wowed”; they want an effortless experience. And they are far more likely to punish you for bad service than to reward you for good service. If you put on your customer hat rather than your manager or marketer hat, this makes a lot of sense. What do you really want from your cable company, a free month of HBO when it screws up or a fast, painless restoration of your connection? What about your bank—do you want free cookies and a cheerful smile, even a personal relationship with your teller? Or just a quick in-and-out transaction and an easy way to get a refund when it accidentally overcharges on fees? The Effortless Experience takes readers on a fascinating journey deep inside the customer experience to reveal what really makes customers loyal—and disloyal. The authors lay out the four key pillars of a low-effort customer experience, along the way delivering robust data, shocking insights and profiles of companies that are already using the principles revealed by CEB’s research, with great results. And they include many tools and templates you can start applying right away to improve service, reduce costs, decrease customer churn, and ultimately generate the elusive loyalty that the “dazzle factor” fails to deliver. The rewards are there for the taking, and the pathway to achieving them is now clearly marked.
In 1906 and 1907 I gave, as a part of my regular work at the Summer School of Harvard University, an “Introduction to Ethics, with Special. Reference to the Interests of Teachers” A few lectures, summing up the main principles that lay at the basis of this ethical course as it had been given in the summer of 1906, were delivered in January and February, 1907, before a general academic audience, during a brief visit of mine at the University of Illinois. In several other places, both in the West and in the East, I have also presented portions of my views upon ethics; and in the summer of 1907 four general lectures on the topic were repeated before the Summer School of Theology at Harvard. In November and December of 1907, the lectures that constitute the present book were delivered for the first time before the Lowell Institute in Boston. visiting lecturer, to give to undergraduate students at Yale University in weekly class meetings. The present book, although in this way related to present and past academic tasks, is, nevertheless, not a text-book, and does not mean to be elaborately technical philosophical research. It is simply an appeal to any reader who may be fond of ideals, and who may also be willing to review his own ideals in a somewhat new light and in a philosophical spirit. Loyalty is indeed an old word, and to my mind a precious one; and the general idea of loyalty is still far older than the word, and is immeasurably more precious. But this idea has nearly always been confused in men's minds by its chance social and traditional associations. Everybody has heard of loyalty; most prize it; but few perceive it to be what, in its inmost spirit, it really is, —the heart of all the virtues, the central duty amongst all duties. In order to be able to see that this is the true meaning of the idea of loyalty, one has to free this idea from its unessential if somewhat settled associations with this or that special social habit or circumstance. And in order to accomplish this latter end, one has indeed to give to the term a more exact meaning than popular usage defines. It is this freeing of the idea of loyalty from its chance and misleading associations; it is this vindication of the spirit of loyalty as the central spirit of the moral and reasonable life of man, —t is this that I believe to be somewhat new about my “Philosophy of Loyalty” The conception of “Loyalty to Loyalty”, as set forth in my third lecture, constitutes the most significant part of this ethical task. For the rest, if my philosophy is, as a theory, more or less new, I am still only trying to make articulate what I believe to be the true spirit and meaning of all the loyal, whoever they may be, and however they define their fidelity. The result of conceiving duty in terms of the conception of loyalty which is here expounded is, indeed, if I am right, somewhat deep-going and transforming, not only for ethics, but for most men's views of truth and reality, and of religion. My own general philosophical opinions have been set forth in various works some time since (most elaborately in the volumes entitled “The World and the Individual”). I have no change to report in my fundamental metaphysical theses. But I have not published any formulation of my ethical opinions since the brief review of ethical problems in the first part of my “Religious Aspect of Philosophy” (published in 1885). One learns a good deal about ethics as one matures. And I believe that this present statement of mine ought to help at least some readers to see that such philosophical idealism as I have long maintained is not a doctrine remote from life, but is in close touch with the most practical issues; and that religion, as well as daily life, has much to gain from the right union of ethics with a philosophical theory of the real world. At the moment there is much speech, in current philosophical literature, regarding the “nature of truth“ and regarding “pragmatism” An ethical treatise very naturally takes advantage of this situation to discuss the relation between the “practical” and —the Eternal. I have done so in my closing lectures. In order to do so, I have had to engage in a certain polemic regarding the problem of truth, —a polemic directed against certain opinions recently set forth by one of the “dearest of my friends, and by one of the most loyal of men; my teacher for a while in my youth; my honoured colleague for many years, —Professor William James. Such a polemic would be indeed much out of place in a book upon Loyalty, were it not that my friend and myself fully agree that, to both of us, truth indeed “is the greater friend” Had I not very early in my work as a student known Professor James, I doubt whether any poor book of mine would ever have been written, —least of all the present one. What I personally owe him, then, I most heartily and affectionately acknowledge. But if he and I do not see truth in the same light at present, we still do well, I think, as friends, each to speak his mind as we walk by the way, and then to wait until some other light shines for our eyes. I suppose that so to do is loyalty. Meanwhile, I am writing, in this book, not merely and not mainly for philosophers, but for all those who love, as I said, ideals, and also for those who love, as I may now add, their country, —a country so ripe at present for idealism, and so confused, nevertheless, by the vastness and the complication of its social and political problems. To simplify men's moral issues, to clear their vision for the sight of the eternal, to win hearts for loyalty, —this would be, in this land, a peculiarly precious mission, if indeed I could hope that this book could aid, however little, towards such an end. Amongst the numerous friends to whom (whether or no they agree with all my views) I am especially indebted for direct and indirect aid in preparing this book, and for criticisms and other suggestions, I must mention: first, my wife, who has constantly helped me with her counsel, and in the revision of my text; then, my sister, Miss Ruth Royce, of San José, California, with whom I discussed the plan of the work in the summer of 1907; then, Doctor and Mrs. R. C. Cabot of Boston; Doctor J. J. Putnam of Boston; and, finally, my honoured colleague, Professor George H. Palmer....FROM THE BOOKS.
Lisa Tessman's Burdened Virtues is a deeply original and provocative work that engages questions central to feminist theory and practice, from the perspective of Aristotelian ethics. Focused primarily on selves who endure and resist oppression, she addresses the ways in which devastating conditions confronted by these selves both limit and burden their moral goodness, and affect their possibilities of flourishing. She describes two different forms of "moral trouble" prevalent under oppression. The first is that the oppressed self may be morally damaged, prevented from developing or exercising some of the virtues; the second is that the very conditions of oppression require the oppressed to develop a set of virtues that carry a moral cost to those who practice them--traits that Tessman refers to as "burdened virtues." These virtues have the unusual feature of being disjoined from their bearer's own well being. Tessman's work focuses on issues that have been missed by many feminist moral theories, and her use of the virtue ethics framework brings feminist concerns more closely into contact with mainstream ethical theory. This book will appeal to feminist theorists in philosophy and women's studies, but also more broadly, ethicists and social theorists.
Focuses on intergenerational mobility, and intergenerational transmission of inequality.
Conflicts of interest arise naturally in all walks of life, particularly in business life. As general and indeed inevitable phenomena, conflicts of interest should not be prohibited but properly managed. This book presents indepth analysis of such management in three areas of corporate governance where the conflict-of-interest problems are particularly acute: executive compensation, financial analysis, and asset management. ""Conflicts of Interest"" presents the results of a two-year-long research project bringing together academics and practitioners in both law and finance from Europe and the.