Reports of the Trials of Colonel Aaron Burr (late Vice President of the United States,) for Treason, and for a Misdemeanor: In Preparing the Means of a Military Expedition Against Mexico, a Territory of the King of Spain, with Whom the United States Were at Peace ; in the Circuit Court of the United States, Held at the City of Richmond, in the District of Virginia, in the Summer Term of the Year 1807, Volume 2

Hopkins and Earle, Fry and Kammerer, printers
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Publisher
Hopkins and Earle, Fry and Kammerer, printers
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Published on
Dec 31, 1808
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Pages
652
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English
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This content is DRM free.
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Conventional wisdom today says that to survive, companies must move beyond incremental, sustaining innovation and invest in some form of radical innovation. "Disrupt yourself or be disrupted!" is the relentless message company leaders hear. The Power of Little Ideas argues there's a "third way" that is neither sustaining nor disruptive. This low-risk, high-reward strategy is an approach to innovation that all company leaders should understand so that they recognize it when their competitors practice it, and apply it when it will give them a competitive advantage.

This distinctive approach has three key elements:

It consists of creating a family of complementary innovations around a product or service, all of which work together to make that product more appealing and competitive.The complementary innovations work together as a system to carry out a single strategy or purpose.Crucially, unlike disruptive or radical innovation, innovating around a key product does not change the central product in any fundamental way.

In this powerful, practical book, Wharton professor David Robertson illustrates how many well-known companies, including CarMax, GoPro, LEGO, Gatorade, Disney, USAA, Novo Nordisk, and many others, used this approach to stave off competitive threats and achieve great success. He outlines the organizational practices that unintentionally torpedo this approach to innovation in many companies and shows how organizations can overcome those challenges.

Aimed at leaders seeking strategies for sustained innovation, and at the quickly growing numbers of managers involved with creating new products, The Power of Little Ideas provides a logical, organic, and enduring third way to innovate.

The first intensive analysis of sense of place in American mining towns, Hard as the Rock Itself: Place and Identity in the American Mining Town provides rare insight into the struggles and rewards of life in these communities. David Robertson contends that these communities - often characterized in scholarly and literary works as derelict, as sources of debasing moral influence, and as scenes of environmental decay - have a strong and enduring sense of place and have even embraced some of the signs of so-called dereliction.

Robertson documents the history of Toluca, Illinois; Cokedale, Colorado; and Picher, Oklahoma, from the mineral discovery phase through mine closure, telling for the first time how these century-old mining towns have survived and how sense of place has played a vital role.

Acknowledging the hardships that mining's social, environmental, and economic legacies have created for current residents, Robertson argues that the industry's influences also have contributed to the creation of strong, cohesive communities in which residents have always identified with the severe landscape and challenging, but rewarding way of life.

Robertson contends that the tough, unpretentious appearance of mining landscapes mirrors qualities that residents value in themselves, confirming that a strong sense of place in mining regions, as elsewhere, is not necessarily wedded to an attractive aesthetic or even to a thriving economy.

Mining historians, geographers, and other students of place in the American landscape will find fascinating material in Hard As the Rock Itself.
The eighty-five famous essays by Hamilton, Madison, and Jay--known collectively as the Federalist Papers--comprise the lens through which we typically view the ideas behind the U.S. Constitution. But we are wrong to do so, writes David Brian Robertson, if we really want to know what the Founders were thinking. In this provocative new account of the framing of the Constitution, Robertson observes that the Federalist Papers represented only one side in a fierce argument that was settled by compromise--in fact, multiple compromises. Drawing on numerous primary sources, Robertson unravels the highly political dynamics that shaped the document. Hamilton and Madison, who hailed from two of the larger states, pursued an ambitious vision of a robust government with broad power. Leaders from smaller states envisioned only a few added powers, sufficient to correct the disastrous weakness of the Articles of Confederation, but not so strong as to threaten the governing systems within their own states. The two sides battled for three arduous months; the Constitution emerged piece by piece, the product of an evolving web of agreements. Robertson examines each contentious debate, including arguments over the balance between the federal government and the states, slavery, war and peace, and much more. In nearly every case, a fractious, piecemeal, and very political process prevailed. In this way, the convention produced a government of separate institutions, each with the will and ability to defend its independence. Majorities would rule, but the Constitution made it very difficult to assemble majorities large enough to let the government act. Brilliantly argued and deeply researched, this book will change the way we think of "original intent." With a bracing willingness to challenge old pieties, Robertson rescues the political realities that created the government we know today.
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