Everyone Loses

Disorder erupted in Ukraine in 2014, involving the overthrow of a sitting government, the Russian annexation of the Crimean peninsula, and a violent insurrection, supported by Moscow, in the east of the country. This Adelphi book argues that the crisis has yielded a ruinous outcome, in which all the parties are worse off and international security has deteriorated. This negative-sum scenario resulted from years of zero-sum behaviour on the part of Russia and the West in post-Soviet Eurasia, which the authors rigorously analyse. The rivalry was manageable in the early period after the Cold War, only to become entrenched and bitter a decade later. The upshot has been systematic losses for Russia, the West and the countries caught in between. All the governments involved must recognise that long-standing policies aimed at achieving one-sided advantage have reached a dead end, Charap and Colton argue, and commit to finding mutually acceptable alternatives through patient negotiation.

Desperate to get some sleep, a young mother named May takes her son to the doctor. The pediatrician is sympathetic and gives her a prescription for a new drug to help with Martin's colic. From the first dose of the drug Loctonan, life for Martin, May, and her mother Abigail begins a sharp spiral downward. As her baby lies unresponsive, May begins the steps of a world she never understood-the world of medical lingo and legal case maneuvering that she never knew existed. The life of mother, grandm

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The Russian invasion of Crimea in 2014, subsequent war in Eastern Ukraine and economic sanctions imposed by the West, transformed European politics. These events marked a dramatic shift away from the optimism of the post-Cold War era. The conflict did not escalate to the levels originally feared but nor was either side able to bring it to a definitive conclusion. Ukraine suffered a loss of territory but was not forced into changing its policies away from the Westward course adopted as a result of the EuroMaidan uprising of February 2014. President Putin was left supporting a separatist enclave as Russia's economy suffered significant damage. In Ukraine and the Art of Strategy, Lawrence Freedman-author of the landmark Strategy: A History-provides an account of the origins and course of the Russia-Ukraine conflict through the lens of strategy. Freedman describes the development of President Putin's anxieties that former Soviet countries were being drawn towards the European Union, the effective pressure he put on President Yanokvych of Ukraine during 2013 to turn away from the EU and the resulting 'EuroMaidan Revolution' which led to Yanukovych fleeing. He explores the reluctance of Putin to use Russian forces to do more that consolidate the insurgency in Eastern Ukraine, the failure of the Minsk peace process and the limits of the international response. Putin's strategic-making is kept in view at all times, including his use of 'information warfare' and attempts to influence the American election. In contrast to those who see the Russian leader as a master operator who catches out the West with bold moves Freedman sees him as impulsive and so forced to improvise when his gambles fail. Freedman's application of his strategic perspective to this supremely important conflict challenges our understanding of some of its key features and the idea that Vladimir Putin is unmatched as a strategic mastermind.

People think compromise is a good thing. Can anything be “good” that pushes everyone involved to sacrifice something they value? Compromise has long been accepted as the preferred way to resolve our differences. We do it at work, as entrepreneurs, to settle squabbles between spouses, or when a mother battles a teen. No matter the problem, we go for the compromise. You ever wonder why? In The Absurdity of Compromise, Donald Grady examines the drawbacks and challenges of conflict and explodes the myth that compromise is the win/win it’s proclaimed to be. • Avoid the pitfalls of talking past other people • Learn to listen intelligently and empathetically understand the perspective of others. • Stop fighting and compromising to everyone’s mutual dissatisfaction. Want better results but haven’t quite figured out how to get there? This is the book for you. “Today’s practices often present antagonists with one-sided solutions, leaving each feeling like losers. In Don Grady’s peace-building schemata, everyone comes away a winner. I recommend this lively book to anyone enmeshed in the field of conflict resolution, foreign or domestic.” Robert W. Farrand U.S. Ambassador and Deputy High Representative, Bosnia-Heregovina, 1997-2000

This book is designed for the smart, savvy businesswoman who has what it takes to achieve her full potential, knows there is more, and wants to get there faster. Imagine how it would feel to get what you deserve, not just what you need. Where would you direct your life if you knew you couldn't fail? What would be possible if you had insider secrets on how to land your next big promotion? In Why You Didn't Get the Job, Diane Cashin, a business strategist and executive transformation expert, explains how your journey to the executive suite does not have to be a struggle. This powerful executive pays it forward with 10 action steps on how to get what you want. The strategies she offers are based on 30 years of leadership experience working with some of corporate America's biggest names including Cisco, Lockheed Martin, Siemens and The Department of Veteran Affairs. Diane shares real-life, hidden techniques that empower you to immediately take control of your future and become unstoppable. Through self-awareness, honesty, empowerment, and velocity, discover how to accelerate your way to an executive-level position. You will achieve life-changing breakthroughs by removing roadblocks and facing candid, sometimes uncomfortable insights that will propel you forward. It is the ultimate woman's leadership guide to navigate your way to the top and enjoy every step of your journey. If you want results as fast as possible, let this book be your personal guide. Join the movement to build the next wave of women executives who will transform the business landscape. Be bold. Be fearless. Be unstoppable!

Lent for Everyone: Matthew, Year A provides readers with an inspirational guide through the Lenten season, from Ash Wednesday through the week after Easter. Popular biblical scholar and author N. T. Wright provides his own Scripture translation, brief reflection, and a prayer for each day of the season, helping readers ponder how the text is relevant to their own lives. By the end of the book, readers will have been through the entirety of Matthew, along with Psalm readings for each Sunday. Suitable for both individual and group study and reflection, Wright's Lenten devotional will help make Matthew's gospel your own, thoughtfully and prayerfully, and your journey through Lent a period of discovery and growth.

This book presents the content of a year's course in decision processes for third and fourth year students given at the University of Toronto. A principal theme of the book is the relationship between normative and descriptive decision theory. The distinction between the two approaches is not clear to everyone, yet it is of great importance. Normative decision theory addresses itself to the question of how people ought to make decisions in various types of situations, if they wish to be regarded (or to regard themselves) as 'rational'. Descriptive decision theory purports to describe how people actually make decisions in a variety of situations. Normative decision theory is much more formalized than descriptive theory. Especially in its advanced branches, normative theory makes use of mathematicallanguage, mode of discourse, and concepts. For this reason, the definitions of terms encountered in normative decision theory are precise, and its deductions are rigorous. Like the terms and assertions of other branches of mathematics, those of mathematically formalized decision theory need not refer to anything in the 'real', i. e. the observable, world. The terms and assertions can be interpreted in the context of models of real li fe situations, but the verisimilitude of the models is not important. They are meant to capture only the essentials of adecision situation, which in reallife may be obscured by complex details and ambiguities. It is these details and ambiguities, however, that may be crucial in determining the outcomes of the decisions.