Includes reports of the annual meetings.

Thaddeus Kosciuszko, a Polish-Lithuanian born in 1746, was one of the most important figures of the modern world. Fleeing his homeland after a death sentence was placed on his head (when he dared court a woman above his station), he came to America one month after the signing of the Declaration of Independence, literally showing up on Benjamin Franklin's doorstep in Philadelphia with little more than a revolutionary spirit and a genius for engineering. Entering the fray as a volunteer in the war effort, he quickly proved his capabilities and became the most talented engineer of the Continental Army. Kosciuszko went on to construct the fortifications for Philadelphia, devise battle plans that were integral to the American victory at the pivotal Battle of Saratoga, and designed the plans for Fortress West Point—the same plans that were stolen by Benedict Arnold. Then, seeking new challenges, Kosciuszko asked for a transfer to the Southern Army, where he oversaw a ring of African-American spies. A lifelong champion of the common man and woman, he was ahead of his time in advocating tolerance and standing up for the rights of slaves, Native Americans, women, serfs, and Jews. Following the end of the war, Kosciuszko returned to Poland and was a leading figure in that nation's Constitutional movement. He became Commander in Chief of the Polish Army and valiantly led a defense against a Russian invasion, and in 1794 he led what was dubbed the Kosciuszko Uprising—a revolt of Polish-Lithuanian forces against the Russian occupiers. Captured during the revolt, he was ultimately pardoned by Russia's Paul I and lived the remainder of his life as an international celebrity and a vocal proponent for human rights. Thomas Jefferson, with whom Kosciuszko had an ongoing correspondence on the immorality of slaveholding, called him "as pure a son of liberty as I have ever known." A lifelong bachelor with a knack for getting involved in doomed relationships, Kosciuszko navigated the tricky worlds of royal intrigue and romance while staying true to his ultimate passion—the pursuit of freedom for all. This definitive and exhaustively researched biography fills a long-standing gap in historical literature with its account of a dashing and inspiring revolutionary figure.

The Workforce Engagement Equation is for the hands-on leaders engaged in the frontline of affecting change—those who bear the scars of past failed initiatives yet continue to persevere. Describing the science behind the "Art of Managing" process improvement, it will help you bridge the gap between strategy and tactics and allow you to take concrete action to control ongoing operations sustainably. This step-by-step guide lays out the principles, tools, and techniques that have proven effective in leading and managing the "people side" of process improvement. The book demystifies the complexity of organizational change with easy-to-understand explanations, intuitive graphics, and real-world examples. Filled with helpful practical knowledge, such as the Seven Cardinal Sins of Change Leadership, it will help you assess exactly where your organization is along the change continuum and what actions will help propel your organization to higher levels of organizational effectiveness. Presents methods that can be applied in any organization and situation Supplies guidance on how to build systems and implement performance metrics Offers solutions to real-world problems Integrates powerful concepts from multiple disciplines Aiding your ability to select and apply effective management and leadership techniques that will work best in your situation, The Workforce Engagement Equation provides you with the tools to make a difference in the performance of your organization and the engagement of your workforce. To help you construct your own organizational vessel and navigate the murky waters of organizational change, the text includes downloadable resources with each assessment, form, template, and example project plan contained in the book.

R. H. Coase Duncan Black was a close and dear friend. A man of great simplicity, un worldly, modest, diffident, with no pretensions, he was devoted to scholarship. In his single-minded search for the truth, he is an example to us all. Black's first degree at the University of Glasgow was in mathematics and physics. Mathematics as taught at Glasgow seems to have been designed for engineers and did not excite him and he switched to economics, which he found more congenial. But it was not in a lecture in economics but in one on politics that he found his star. One lecturer, A. K. White, discussed the possibility of constructing a pure science of politics. This question caught his imagination, perhaps because of his earlier training in physics, and it came to absorb his thoughts for the rest of his life. But almost certainly nothing would have come of it were it not for his appointment to the newly formed Dundee School of Economics where the rest of the. teaching staff came from the London School of Economics. At Glasgow, economics, as in the time of Adam Smith, was linked with moral philosophy. At Dundee, Black was introduced to the analytical x The Theory o/Committees and Elections approach dominant at the London School of Economics. This gave him the approach he used in his attempt to construct a pure science of politics.

Includes, beginning Sept. 15, 1954 (and on the 15th of each month, Sept.-May) a special section: School library journal, ISSN 0000-0035, (called Junior libraries, 1954-May 1961). Also issued separately.