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Henry Friedlander does an excellent job of writing and researching into the lives and minds of the doctors and administrators who ran the secret programs that killed first, German children who were born with disabilities, then led to the removal from schools and homes of older children with disabilities to meet their deaths through starvation and drugs, and finally to include adults with disabilities in mass murders. It was on these people that the Nazis perfected their instruments of genocide, and yet, even at Nurenburg their suffering was dismissed as "lives unworthy of life" just because of their disabilities.
This can happen again, especially with the completion of the human genome. NO laws have been suggested to curtail the use of information gleaned from the genome to prevent discrimination of any kind against the disabled. It is of great concern that the disabled community watch opponents of the Americans with Disabilities Act try to get this civil rights act revoked as being expensive, especially since it serves those who many (including Clint Eastwood apparently) feel are not productive members of society. The slippery slope begins at this point, and with these mindsets.
It is imperative that students of medicine and students of science be made to read this book. It is only through education and remembering the children and families whose lives were destroyed that we can avoid allowing this Medical Holocaust from ever happening again. Karen Sadler, Science Education, University of Pittsburgh
Of the killing centers, Hadamar is the best known -- a hub, so to speak. Nobody really knows how many people were gassed there. The buses arrived like clockwork, on schedule... Day in; day out.
Significantly, there was little civilian protest until T4 moved on to private Christian instutions. The "euthenasia" program was halted "officially" after several churches protested the gassings of institutionalised patients. (Unofffically, the program went on until AFTER the end of the war!) The members of T4 were absorbed into the killing machine known as the Final Solution. Which, of course, was the goal all along....
I reread The Origins of Nazi Genocide periodically just to remind myself that ANYONE can be marginalised -- including me and thee.
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I did not know what to expect when I opened "Say it like Shakespeare: How to Give a Speech like Hamlet, Persuade like Henry V and Other Secrets from the World's Greatest Communicator." Any reference to Shakespeare always reminded me of introductory literature courses in college. As I opened the book I thought, what could that old stodgy writer have to say for himself? I was pleasantly surprised that good 'ole Will was and is the master of the communication and the common word.
I met Tom Leech in the early 90's and thoroughly devoured his book on Winning Presentations. He has always struck me as having uncanny perceptions and astute assessments of issues and problems. The new book covers advanced topics such as blending team talents in "Competitive Communications" to the basics like "make sure props work." Each chapter's 'take aways' are direct, practical and to the point. The stories and quotes were aptly selected to convey complex themes.
I always knew Tom was a masterful storyteller. I was struck, however, at how funny he was in his use of examples and communication pitfalls. I had no idea how tickled I would be with his examples, perhaps because I have experienced and lived them in my years in consulting and management positions. It was a nice change to hear about them rather than experience them first hand. I could thoroughly imagine Julius Caesar and Othello going through the same issues as many leaders and followers go through today.
By using good humor and poking fun at himself self and others, Tom made Verona, Rome and Stratford on Avon come alive. The not so 'secret' topics of being a good listener, knowing your audience and dressing for success were shared as well as the difference between being a sender and receiver were wittily revealed. Tom craftily used these fictional characters' quotes and actions to emphasis his points even more.
Indeed, there is something to glean for everyone. Tom's insights and innovative way to address communication made me long to pick up a volume of Mr. Shakespeare's work. I am just happy that I didn't have to spend years compiling this information, which fortunately, Tom painstakingly did for us.
Friends, Romans, Toastmasters -- this is a must read for any interested in understanding the nuts and bolts of communication. This can be a great tool for any manager, academic or lay statesman to use in treading through the perilous seas of modern Rome. History indeed is doomed to repeat itself, so why not get a jump start?
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Business innovations create potential but do not have value in and of themselves. It is the business model that turns innovation into profits. We have all seen inferior products bypass superior ones because of a better business model. Unfortunately for the consumer, it is not at all uncommon.
So, the business model itself defines the profit received from an innovation. Why? Because the business model is the single most important factor in determining a suitable market for the innovation, costs, profit margins, and competitive position. The business model determines whether the company will take advantage of all opportunities including those outside itself or just utilize those opportunities that they can produce internally. The authors detail several case studies that point out the difference between closed and open innovation and the results of each very clearly.
The finishing touch to the book is that it clearly details the path to open innovation and how to move a company from a closed mindset to an open one. This is a highly recommended read for anyone wanting to take advantage of technology to increase their profits.
The function of a business model, according to the author and colleague Richard Rosenbloom, is to: articulate the value proposition; identify a market segment; define the structure of the firm's value chain; estimate the cost structure and margin, describe the position of the firm within the value network and to formulate the competitive strategy of the offering. So invention is not enough. Organizations most follow the path to commercialization, but that route often means it must work collaboratively with many others. This approach has many ramifications on company structure and ways of working. It is hard for organizations (and their leaders) to work on having core-differentiated capabilities, while still being open with their value network. Therefore, this leads ManyWorlds to assume that those things, which are seen as true differentiators in mature companies, must move away from a specific product advantages and more toward process differentiating capabilities. While there is always a role for product innovators, the model they operate under is not usually scaleable, and companies often grow into either 'economies of scale' or 'economies of scope'. But finding and developing that all important part of the value network becomes a crucial skill in itself.
Open Innovation is a truly excellent book that a review cannot do justice to. With detailed case studies on Xerox (and spin outs), Intel and examples from many other companies, Chesbrough has written an insightful and timely work that draws many threads together. Executives who want to explore how facets of innovation, whether internally or externally motivated, sourced or executed, would not find a better read than Open Innovation.
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Important and balanced information and first-hand accounts.
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This book would be especially refreshing for someone who has been involved in a very legalistic or spirit-filled church. It shows that Christianity is not a quick-fix for our lives. And it shows that if we are to be honest, respectable people, we need to deal with our issues instead of running from them or stuffing them under the pews.
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