For the last eighteen years, Jens Soering has experienced the inside of many different prison environments, from a youth remand center in London to America's notorious Supermax prisons, to medium-security institutions. What he has seen and experienced has convinced him that not only do prisons not rehabilitate prisoners who may be useful for society once their sentence has ended, but prisons turn petty criminals into hardened convicts--all at enormous expense to society. Meanwhile, other nations control their crime rates at a fraction of the cost of the United States correctional system.
Soering does not argue that prisons should not exist or dispute that there are people who need to be locked away. His book is not an indictment of the legal system that lands many people in prison. Instead, An Expensive Way to Make Bad People Worse offers a mainly monetary analysis of why it is absurd fiscal policy to lock people up so often and for so long.
Jens Soering is a German citizen and Centering Prayer practitioner who has been incarcerated since 1986. His case has been featured on Court TV and A&E¿s City Confidential. He has written for America, Sojourners, The Merton Annual and many other publications.
Soering poignantly illustrates the importance of meditation and faith when confronted with extreme adversity, as well as the indisputable need for prison reform. Although this inspiring, eloquent memoir recounts just a day in the life of one man, it provides a powerful voice for the over two million men and women lost in the maze of America's prison-industrial complex.
Forty years in, the tough on crime turn in American politics has spurred a prison boom of historic proportions that disproportionately affects Black communities. It has also torn at the lives of those on the outside. As arrest quotas and high tech surveillance criminalize entire blocks, a climate of fear and suspicion pervades daily life, not only for young men entangled in the legal system, but for their family members and working neighbors.
Alice Goffman spent six years in one Philadelphia neighborhood, documenting the routine stops, searches, raids, and beatings that young men navigate as they come of age. In the course of her research, she became roommates with Mike and Chuck, two friends trying to make ends meet between low wage jobs and the drug trade. Like many in the neighborhood, Mike and Chuck were caught up in a cycle of court cases, probation sentences, and low level warrants, with no clear way out. We observe their girlfriends and mothers enduring raids and interrogations, "clean" residents struggling to go to school and work every day as the cops chase down neighbors in the streets, and others eking out a living by providing clean urine, fake documents, and off the books medical care. This fugitive world is the hidden counterpoint to mass incarceration, the grim underside of our nation's social experiment in punishing Black men and their families. While recognizing the drug trade's damage, On The Run reveals a justice system gone awry: it is an exemplary work of scholarship highlighting the failures of the War on Crime, and a compassionate chronicle of the families caught in the midst of it.
"A remarkable feat of reporting . . . The level of detail in this book and Goffman's ability to understand her subjects' motivations are astonishing—and riveting."—The New York Times Book Review
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?
Don’t worry about who owns those assets, worry about whether they are managed effectively.
Why does this matter? Because despite the Thatcher/ Reagan economic revolution, the largest pool of wealth in the world – a global total that is much larger than the world’s total pensions savings, and ten times the total of all the sovereign wealth funds on the planet – is still comprised of commercial assets that are held in public ownership. If professionally managed, they could generate an annual yield of 2.7 trillion dollars, more than current global spending on infrastructure: transport, power, water, and communications.
Based on both economic research and hands-on experience from many countries, the authors argue that publicly owned commercial assets need to be taken out of the direct and distorting control of politicians and placed under professional management in a ‘National Wealth Fund’ or its local government equivalent. Such a move would trigger much-needed structural reforms in national economies, thus resurrect strained government finances, bolster ailing economic growth, and improve the fabric of democratic institutions.
This radical, reforming book was named one of the "Books of the Year".by both the FT and The Economist.
The Peter Principle, the eponymous law Dr. Laurence J. Peter coined, explains that everyone in a hierarchy—from the office intern to the CEO, from the low-level civil servant to a nation’s president—will inevitably rise to his or her level of incompetence. Dr. Peter explains why incompetence is at the root of everything we endeavor to do—why schools bestow ignorance, why governments condone anarchy, why courts dispense injustice, why prosperity causes unhappiness, and why utopian plans never generate utopias.
With the wit of Mark Twain, the psychological acuity of Sigmund Freud, and the theoretical impact of Isaac Newton, Dr. Laurence J. Peter and Raymond Hull’s The Peter Principle brilliantly explains how incompetence and its accompanying symptoms, syndromes, and remedies define the world and the work we do in it.
Few books in computing have had as profound an influence on software management as Peopleware . The unique insight of this longtime best seller is that the major issues of software development are human, not technical. They’re not easy issues; but solve them, and you’ll maximize your chances of success.
“Peopleware has long been one of my two favorite books on software engineering. Its underlying strength is its base of immense real experience, much of it quantified. Many, many varied projects have been reflected on and distilled; but what we are given is not just lifeless distillate, but vivid examples from which we share the authors’ inductions. Their premise is right: most software project problems are sociological, not technological. The insights on team jelling and work environment have changed my thinking and teaching. The third edition adds strength to strength.”
— Frederick P. Brooks, Jr., Kenan Professor of Computer Science, University of North Carolina at Chapel Hill, Author of The Mythical Man-Month and The Design of Design
“Peopleware is the one book that everyone who runs a software team needs to read and reread once a year. In the quarter century since the first edition appeared, it has become more important, not less, to think about the social and human issues in software develop¿ment. This is the only way we’re going to make more humane, productive workplaces. Buy it, read it, and keep a stock on hand in the office supply closet.”
—Joel Spolsky, Co-founder, Stack Overflow
“When a book about a field as volatile as software design and use extends to a third edition, you can be sure that the authors write of deep principle, of the fundamental causes for what we readers experience, and not of the surface that everyone recognizes. And to bring people, actual human beings, into the mix! How excellent. How rare. The authors have made this third edition, with its additions, entirely terrific.”
—Lee Devin and Rob Austin, Co-authors of The Soul of Design and Artful Making
For this third edition, the authors have added six new chapters and updated the text throughout, bringing it in line with today’s development environments and challenges. For example, the book now discusses pathologies of leadership that hadn’t previously been judged to be pathological; an evolving culture of meetings; hybrid teams made up of people from seemingly incompatible generations; and a growing awareness that some of our most common tools are more like anchors than propellers. Anyone who needs to manage a software project or software organization will find invaluable advice throughout the book.