An Army Of Problem Solvers

NEW YORK TIMES BESTSELLER Paul Kennedy, award-winning author of The Rise and Fall of the Great Powers and one of today’s most renowned historians, now provides a new and unique look at how World War II was won. Engineers of Victory is a fascinating nuts-and-bolts account of the strategic factors that led to Allied victory. Kennedy reveals how the leaders’ grand strategy was carried out by the ordinary soldiers, scientists, engineers, and businessmen responsible for realizing their commanders’ visions of success. In January 1943, FDR and Churchill convened in Casablanca and established the Allied objectives for the war: to defeat the Nazi blitzkrieg; to control the Atlantic sea lanes and the air over western and central Europe; to take the fight to the European mainland; and to end Japan’s imperialism. Astonishingly, a little over a year later, these ambitious goals had nearly all been accomplished. With riveting, tactical detail, Engineers of Victory reveals how. Kennedy recounts the inside stories of the invention of the cavity magnetron, a miniature radar “as small as a soup plate,” and the Hedgehog, a multi-headed grenade launcher that allowed the Allies to overcome the threat to their convoys crossing the Atlantic; the critical decision by engineers to install a super-charged Rolls-Royce engine in the P-51 Mustang, creating a fighter plane more powerful than the Luftwaffe’s; and the innovative use of pontoon bridges (made from rafts strung together) to help Russian troops cross rivers and elude the Nazi blitzkrieg. He takes readers behind the scenes, unveiling exactly how thousands of individual Allied planes and fighting ships were choreographed to collectively pull off the invasion of Normandy, and illuminating how crew chiefs perfected the high-flying and inaccessible B-29 Superfortress that would drop the atomic bombs on Japan. The story of World War II is often told as a grand narrative, as if it were fought by supermen or decided by fate. Here Kennedy uncovers the real heroes of the war, highlighting for the first time the creative strategies, tactics, and organizational decisions that made the lofty Allied objectives into a successful reality. In an even more significant way, Engineers of Victory has another claim to our attention, for it restores “the middle level of war” to its rightful place in history. Praise for Engineers of Victory “Superbly written and carefully documented . . . indispensable reading for anyone who seeks to understand how and why the Allies won.”—The Christian Science Monitor “An important contribution to our understanding of World War II . . . Like an engineer who pries open a pocket watch to reveal its inner mechanics, [Paul] Kennedy tells how little-known men and women at lower levels helped win the war.”—Michael Beschloss, The New York Times Book Review “Histories of World War II tend to concentrate on the leaders and generals at the top who make the big strategic decisions and on the lowly grunts at the bottom. . . . [Engineers of Victory] seeks to fill this gap in the historiography of World War II and does so triumphantly. . . . This book is a fine tribute.”—The Wall Street Journal “[Kennedy] colorfully and convincingly illustrates the ingenuity and persistence of a few men who made all the difference.”—The Washington Post “This superb book is Kennedy’s best.”—Foreign Affairs

The New Localism provides a roadmap for change that starts in the communities where most people live and work. In their new book, The New Localism, urban experts Bruce Katz and Jeremy Nowak reveal where the real power to create change lies and how it can be used to address our most serious social, economic, and environmental challenges. Power is shifting in the world: downward from national governments and states to cities and metropolitan communities; horizontally from the public sector to networks of public, private and civic actors; and globally along circuits of capital, trade, and innovation. This new locus of power—this new localism—is emerging by necessity to solve the grand challenges characteristic of modern societies: economic competitiveness, social inclusion and opportunity; a renewed public life; the challenge of diversity; and the imperative of environmental sustainability. Where rising populism on the right and the left exploits the grievances of those left behind in the global economy, new localism has developed as a mechanism to address them head on. New localism is not a replacement for the vital roles federal governments play; it is the ideal complement to an effective federal government, and, currently, an urgently needed remedy for national dysfunction. In The New Localism, Katz and Nowak tell the stories of the cities that are on the vanguard of problem solving. Pittsburgh is catalyzing inclusive growth by inventing and deploying new industries and technologies. Indianapolis is governing its city and metropolis through a network of public, private and civic leaders. Copenhagen is using publicly owned assets like their waterfront to spur large scale redevelopment and finance infrastructure from land sales. Out of these stories emerge new norms of growth, governance, and finance and a path toward a more prosperous, sustainable, and inclusive society. Katz and Nowak imagine a world in which urban institutions finance the future through smart investments in innovation, infrastructure and children and urban intermediaries take solutions created in one city and adapt and tailor them to other cities with speed and precision. As Katz and Nowak show us in The New Localism, “Power now belongs to the problem solvers.”

Pushing Limits: From West Point to Berkeley and Beyond challenges the myth that mathematicians lead dull and ascetic lives. It recounts the unique odyssey of a noted mathematician who overcame military hurdles at West Point, Army Ranger School and the Vietnam War, and survived many civilian escapades—hitchhiking in third-world hotspots, fending off sharks in Bahamian reefs, and camping deep behind the forbidding Iron Curtain. From ultra-conservative West Point in the ’60s to ultra-radical Berkeley in the ’70s, and ultimately to genteel Georgia Tech in the ’80s, this is the tale of an academic career as noteworthy for its offbeat adventures as for its teaching and research accomplishments. It brings to life the struggles and risks underlying mathematical research, the unparalleled thrill of making scientific breakthroughs, and the joy of sharing those discoveries around the world. Hill's book is packed with energy, humor, and suspense, both physical and intellectual. Anyone who is curious about how one maverick mathematician thinks, who wants to relive the zanier side of the ’60s and ’70s, who wants an armchair journey into the third world, or who seeks an unconventional view of several of society's iconic institutions, will be drawn to this book.

A unique book that takes the reader into the depths and mysteries of creating a wondrous people-initiated economic plan grounded in centuries of cultural and ecological wisdom. In a tapestry of factual and everyday events, the author makes a well-reasoned argument that we first need to address culture, then a sustainable lifestyle, then ecology, and finally economics. The author strongly reasons that this paradigm in the current century has been reversed by all the countries of the world. The authors compelling argument makes the reader ask some thought-provoking questions: Is our present state of affairs increasing costs in all areas of the economy? Is our system of education placing a distorted emphasis in creating an army of misplaced problem solvers? Is this the right approach? What is cultural economy? Is a culture-based economy better than a consumer economy? The adventure-filled story telling in this book is a blend of the ancient wisdom of the East with suggestions to using the right sources of practical technological wisdom from the East and the West. It takes the current state of our affairs and economic planning and simply turns the current logic on its head. The reader finds several clues on how to implement and create a people-initiated economic plan without necessarily changing his or her current station in life. The beauty of the book is that any person can help create a technological culture that is aligned with nature and ecology. A scholarly book that offers a fascinating reading, as pleasant as reading a novel.

Since our first ancestor rose up to place one foot in front of another, our desire to walk has produced fundamental changes in our bodies and minds. In Perfect Motion, Jono Lineen investigates that transformation, and why walking has made us more creative, helped us to learn, constructed our perception of time, strengthened our resilience and provided a way of making sense of our life – and death. After the tragic loss of his younger brother, Lineen experienced walking’s regenerative power firsthand. Grief-stricken and adrift, he set off on a 2700-kilometre solo trek across the Himalayas. He walked for months until his legs ached and feet blistered, and by the end of the expedition something had changed in him. He was stronger – not just physically, but psychologically and emotionally. What had happened? What had given him this feeling of peace; joy even? Determined to find out, he began researching the science and history of walking and running, and discovered that there were fascinating reasons for his metamorphosis. Now, weaving together his own remarkable personal stories with evolutionary research, psychology, neuroscience, anatomy and philosophy, Lineen reveals for the first time the powerful effect that even the shortest strolls can have on us. And why walking is what we’re made to do; it is our perfect motion.

Every person in every function of every organization is involved in solving problems. They show up in your email inbox, in meetings, in your own work. They are strategic and tactical, mundane and breakthrough, easy and difficult. Most organizations want to, and need to, improve their people's problem-solving efforts, and so they offer them tools, templates, and training. Yet this is not where the leverage for impact is found. People Solve Problems: The Power of Every Person, Every Day, Every Problem explores the real leverage to improve your problem solving. In the first section of the book, we explore the problem with problem solving, including both the value and limits of tools and templates. We also explore the marriage of problem solving and standards. Building on that start, People Solve Problems is built on four primary domains. After setting up the challenge, we start by exploring People-Centered Capabilities. These capabilities are tool agnostic, equally applicable to any chosen problem-solving method or no method at all. This includes a wide range of capabilities from creating problem statements to integrating intuition into problem solving. Next, we cover Problem-Solving Culture. These chapters outline the culture needed in the organization or the personal behaviors you must master to be successful in problem solving. The behaviors explored range from deliberately learning through problem solving to building transparency, vulnerability, and trust. In the third section, we dive into Success through Coaching. Problem solving is unlike other practices, training is incredibly insufficient, and coaching is the major driver of success. This section addresses the why, who, when, where, and of course the important how of coaching. Finally, we explore the Role of the Leader, whether the CEO or a team leader, in building an environment where problem solving can thrive. The leader must be the architect of their problem-solving systems, a shaper of culture, and a framer of problems. Problem-solving effectiveness is critical to success for both the problems you already know about and those you have not yet experienced. People Solve Problems will you help you, and those you lead, to be more effective now and in the future.

City governments are rapidly becoming society's problem solvers. As Sara Hughes shows, nowhere is this more evident than in New York City, Los Angeles, and Toronto, where the cities' governments are taking on the challenge of addressing climate change. Repowering Cities focuses on the specific issue of reducing urban greenhouse gas (GHG) emissions, and develops a new framework for distinguishing analytically and empirically the policy agendas city governments develop for reducing GHG emissions, the governing strategies they use to implement these agendas, and the direct and catalytic means by which they contribute to climate change mitigation. Hughes uses her framework to assess the successes and failures experienced in New York City, Los Angeles, and Toronto as those agenda-setting cities have addressed climate change. She then identifies strategies for moving from incremental to transformative change by pinpointing governing strategies able to mobilize the needed resources and actors, build participatory institutions, create capacity for climate-smart governance, and broaden coalitions for urban climate change policy.