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Even today his memory is still strong for those of us who knew him and his name is a talisman which opens doors which otherwise would be sealed.
Many people claim to have access to special or unknown collections. Proctor was the real deal.
This book was a labor of love for Proctor. He set out to publish pictures that had not been seen in other books...he spent an unbelievable amount of money, time and effort tracking down unpublished art and securing the right to publish it in this book.
He then published this book himself because no publisher would print it at the level of quality he wanted. He was particular about the paper, the binding and the detail of the reproductions...
Proctor then was able to get Jean Tulard to do the preface...virtually impossible for an American author...and even launched the French version of the book at a reception at Malmaison (I was there).
Proctor never intended to make money on the book...It was his intention to bring these works to an audience who would otherwise find them inaccessable. I know for a fact that at the print run he authorized he lost tens of thousands of dollars just on the royalties and fees he paid for the permission to reproduce these paintings.
This book is in a limited print run in English and in French and when they are gone they will be gone. Just like Proctor.
Proctor I will miss you and I thank you for producing this book.
Every dedicated Napoleonophile should own a copy.
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I have gotten many faxes, calls, letters, emails etc. from survivors and family members who tell me that the book really gave them the tools they needed to stay safe and recover.
It's not a book to buy and give to a victim - it is one to buy and READ, so that you can help a victim when she asks for help. Read it, then share it.
Merritt
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"The war had produced on each side nothing but losses and regrets. . . . Nations rarely have any interest in the wars waged by their sovereigns. . . . The victorious people never profit by the dismemberment of the vanquished; they pay for everything. They suffer in their armies' prosperity as in their adversity. And peace is as necessary to them following the greatest victory, as it is when the enemy has taken their frontiers."
This work remains one of the original sourcebooks on Louis XIV's era for scholars to this day. Voltaire was in his teens when the Sun King died. He lived close to the court at Paris, where his father was attorney to many important figures. Voltaire personally interviewed many inside players of the period in exhaustive detail. A period which was a turning point in the birth pangs of the "Modern Age" as we know it today.
Many English-readers are familiar with Voltaire only as a political satirist, and remain unaware of his enormous output of scholarly works, particularly in history. This is the ideal book to acquaint oneself with the infinite wealth of Voltaire there is out there to read.
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This article is based on two studies designed to better understand the causal relationship between leadership style and subordinate performance - or in other words, how bosses and subordinates mutually influence each other's behavior. Those studies suggest that bosses - albeit accidentally and usually with the best intentions - are often complicit in an employee's lack of success. Manzoni and Barsoux use the term 'set-up-to-fail syndrome' to describe a dynamic "in which employees perceived to be mediocre or weak performers live down to the low expectations their managers have for them." The set-up-to-fail syndrome usually begins surreptitiously and underlying the syndrome are several assumptions/generalizations about weaker performers that bosses appear to accept uniformly. The authors describe these assumptions/generalizations and the impact they have on organizations and relationships. The two costs of the syndrome are the emotional cost paid by the associate and the organizational cost associated with the company's failure to get the best out of an employee. Other costs to consider, often indirect and long term, are: Sapping of the boss' emotional and physical energy, the impact on the boss' reputation, and the impact on the team (team spirit, time management, etc.). So how can we break out of this syndrome? The authors provide a five components framework for effective interventions but they warn that these interventions do not take place very often. In line with the recent emphasis on emotional intelligence, they conclude that higher emotional involvement and investment from bosses is the key to getting the subordinates to work to their full potential.
Good article into a very familiar problem, not just to organizations but also to people. The 'set-up-to-fail syndrome' is mostly based on generalizations by managers and bosses, but is difficult to reverse. The authors provide a solution which is primarily based on emotional intelligence, which is still difficult to learn. I recommend this article as an complement to Daniel Goleman's articles and books into emotional intelligent leadership and management. The authors use simple business US-English.
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Table 2-1: "How Bosses See Their Behavior toward Subordinates" which contrasts tendencies of bosses in relationships with weaker and stronger performers.
Table 5-1: "Taking Sides" which presents two views of the same supervisor's observed behavior either as a "great boss" or as an "impossible boss."
Table 7-2: "Taking Responsibility Away from an Employee" which juxtaposes a supervisor's thoughts and feelings about a subordinate with their interaction in dialogue.
Manzoni and Barsoux assert that the set-up-to-fail syndrome is "both self-fulfilling and self-reinforcing, which obscures the boss's responsibility in the process as well as some of the key psychological and social mechanisms involved." My own experience suggests an often great discrepancy exists between modes of behavior determined by conscious and unconscious mindsets. That is to say, many supervisors would vehemently deny that they are "complicit in an employee's lack of success....[by] creating and reinforcing a dynamic that essentially sets up perceived weaker performers to fail." Nonetheless they are. Were they to read this book, they would probably agree that there is such a syndrome and then lament how unfair it is to subordinates who are victimized by it.
One final point. Countless research studies of face-to-face communication have arrived at essentially the same conclusion: Body language creates 60-75% of the impact, tone of voice 15-20%, and content (i.e. what is actually said) only 10-15%. (Percentages vary among research studies but only slightly.) With the publication of this book, Manzoni and Barsoux have made a substantial contribution to our understanding of a widespread but, until now, neglected cause of human dysfunction in the workplace. Whether intentionally or not, a supervisor can sometimes create irreparable damage, especially to those who already feel insecure, by a negative and demeaning "message" which need not be expressed in words but comes through loud and clear nonetheless.
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Indeed, Marie Antoinette gave her son this charming pet name, but it was to her youngest boy, Louis-Charles, the Duc de Normandie and future Louis XVII (who would never rule)not Louis-Joseph, who died around the time the Estates-General convened, right before the revolution. The book's argument as to how influential and innovative Marie Antoinette actually was to the decorative arts at the end of that century is not to my mind adequately summed up. Personally, I don't think an answer to that question much matters. Marie Antoinette, through pure force of personality, and the influence of her high position, defined a lifestyle, very much in tune with the American "pursuit of happiness". In this she succeeded admirably.
This beautiful and interesting book is like taking a trip to Versailles (but far less expensive and minus the crowds). The photographs are breath taking, the writing is entertaining.
This book is eye-candy for anyone who appreciates 18th century France, architecture or gardening. It is a MUST OWN book for anyone even remotely interested in My Queen....
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