Books about Progress from Amazon.com

Over 2 million copies sold! Used by thousands of companies and hundreds of business schools! Required reading for anyone interested in the Theory of Constraints. This book, which introduces the Theory of Constraints, is changing how America does business. The Goal is a gripping, fast-paced business novel about overcoming the barriers to making money. You will learn the fundamentals of identifying and solving the problems created by constraints. From the moment you finish the book you will be able to start successfully addressing chronic productivity and quality problems..
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One day in 1992, Thomas Friedman toured a Lexus factory in Japan and marveled at the robots that put the luxury cars together That evening, as he ate sushi on a Japanese bullet train, he read a story about yet another Middle East squabble between Palestinians and Israelis. And it hit him: Half the world was lusting after those Lexuses, or at least the brilliant technology that made them possible, and the other half was fighting over who owned which olive tree.

Friedman, the well-traveled New York Times foreign-affairs columnist, peppers The Lexus and the Olive Tree with stories that illustrate his central theme: that globalization--the Lexus--is the central organizing principle of the post-cold war world, even though many individuals and nations resist by holding onto what has traditionally mattered to them--the olive tree.

Problem is, few of us understand what exactly globalization means. As Friedman sees it, the concept, at first glance, is all about American hegemony, about Disneyfication of all corners of the earth. But the reality, thank goodness, is far more complex than that, involving international relations, global markets, and the rise of the power of individuals (Bill Gates, Osama Bin Laden) relative to the power of nations.

No one knows how all this will shake out, but The Lexus and the Olive Tree is as good an overview of this sometimes brave, sometimes fearful new world as you'll find. --Lou Schuler.
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An engaging explanation of the science behind Malcolm GladwellÂ’s bestselling Blink

Gerd Gigerenzer is one of the researchers of behavioral intuition responsible for the science behind Malcolm Gladwell’s bestseller Blink. Gladwell showed us how snap decisions often yield better results than careful analysis. Now, Gigerenzer explains why our intuition is such a powerful decision-making tool. Drawing on a decade of research at the Max Plank Institute, Gigerenzer demonstrates that our gut feelings are actually the result of unconscious mental processes—processes that apply rules of thumb that we’ve derived from our environment and prior experiences. The value of these unconscious rules lies precisely in their difference from rational analysis—they take into account only the most useful bits of information rather than attempting to evaluate all possible factors. By examining various decisions we make—how we choose a spouse, a stock, a medical procedure, or the answer to a million-dollar game show question—Gigerenzer shows how gut feelings not only lead to good practical decisions, but also underlie the moral choices that make our society function.

In the tradition of Blink and Freakonomics, Gut Feelings is an exploration of the myriad influences and factors (nature and nurture) that affect how the mind works, grounded in cutting-edge research and conveyed through compelling real-life examples..
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John Lucht, an executive recruiter during the past three decades for some of America's top corporations, knows what it takes to snag a new six-figure job. Rites of Passage at $100,000 to $1 Million+ is his newly revised guide to the ins and outs of a search for a job that ends in success It promises a "comprehensive cram course in accelerating your career"--a contemporary corporate equivalent of the traditional initiation into adulthood from which it takes its title--updated for the cyber-age. And it delivers, with Lucht offering inside tips on the basic routes to a new executive-level position: personal contacts (i.e., "ask for a reference instead of a job"); networking ("never fail to get into the office of anyone whose name is mentioned to you, never depart with less than three new names"); executive recruiters ("understand their hidden financial arrangements"); direct mail ("write to the CEO or a person two levels above your target job"); and the Internet ("insert plenty of the right 'keywords' so that the computer will find your resume"). Extensive online references are also included throughout, and the material is presented in a way that's easy to understand and implement. --Howard Rothman.
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If you’ve traveled the nation’s highways, flown into New York’s LaGuardia Airport, strolled San Antonio’s River Walk, or seen the Pacific Ocean from the Beach Chalet in San Francisco, you have experienced some part of the legacy of the Works Progress Administration (WPA)—one of the enduring cornerstones of Franklin D. Roosevelt’s New Deal.

When President Roosevelt took the oath of office in March 1933, he was facing a devastated nation. Four years into the Great Depression, a staggering 13 million American workers were jobless and many millions more of their family members were equally in need. Desperation ruled the land.

What people wanted were jobs, not handouts: the pride of earning a paycheck; and in 1935, after a variety of temporary relief measures, a permanent nationwide jobs program was created. This was the Works Progress Administration, and it would forever change the physical landscape and the social policies of the United States.

The WPA lasted for eight years, spent $11 billion, employed 8½ million men and women, and gave the country not only a renewed spirit but a fresh face. Under its colorful head, Harry Hopkins, the agency’s remarkable accomplishment was to combine the urgency of putting people back to work with its vision of physically rebuilding America. Its workers laid roads, erected dams, bridges, tunnels, and airports. They stocked rivers, made toys, sewed clothes, served millions of hot school lunches. When disasters struck, they were there by the thousands to rescue the stranded. And all across the country the WPA’s arts programs performed concerts, staged plays, painted murals, delighted children with circuses, created invaluable guidebooks. Even today, more than sixty years after the WPA ceased to exist, there is almost no area in America that does not bear some visible mark of its presence.

Politically controversial, the WPA was staffed by passionate believers and hated by conservatives; its critics called its projects make-work and wags said it stood for We Piddle Around. The contrary was true. We have only to look about us today to discover its lasting presence..
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