This update of a lively, first-of-its-kind study of polling misfires and fiascoes in U.S. presidential campaigns takes up pollsters’ failure over the decades to offer accurate assessments of the most important of American elections. Lost in a Gallup tells the story of polling flops and failures in presidential elections since 1936. Polls do go bad, as outcomes in 2020, 2016, 2012, 2004, and 2000 all remind us. This updated edition includes a new chapter and conclusion that address the 2020 polling surprise and considers whether polls will get it right in 2024. As author W. Joseph Campbell discusses, polling misfires in presidential elections are not all alike. Pollsters have anticipated tight elections when landslides have occurred. They have pointed to the wrong winner in closer elections. Misleading state polls have thrown off expected national outcomes. Polling failure also can lead to media error. Journalists covering presidential races invariably take their lead from polls. When polls go bad, media narratives can be off-target as well. Lost in a Gallup encourages readers to treat election polls with healthy skepticism, recognizing that they could be wrong.
A sweeping look at the messy and contentious past of US presidential pre-election polls and why they aren’t as reliable as we think. Polls in U.S. presidential elections can and do get it wrong—as surprising outcomes in 2020, in 2016, in 2012, in 2004, in 2000 all remind us. Lost in a Gallup captures in lively and unprecedented fashion the stories of polling flops, epic upsets, unforeseen landslides, and exit poll fiascoes in presidential elections since 1936. Polling’s checkered record in elections has rarely been considered in detail and, until now, has never been addressed collectively. Polling embarrassments are not all alike. Pollsters have anticipated tight elections when landslides occurred; they have indicated the wrong winner in closer elections; state polls have confounded expected national outcomes. Exit polling has thrown Election Day into confusion. The work of venerable pollsters has been singularly and memorably in error. It is a rare presidential election not to be marred by polling controversies. Lost in a Gallup casts a critical eye on major figures in election polling such as George Gallup, a prickly founding father of public opinion research. The book also considers the polling innovations of Warren Mitofsky, whose admonition rings true across generations: “There’s a lot of room for humility in polling. Every time you get cocky, you lose.” Lost in a Gallup examines how polling failure often equates to journalistic failure. Historically, poll-bashing was quite pronounced among prominent journalists, including well-known newspaper columnists such as Mike Royko in Chicago and Jimmy Breslin in New York. They and other journalists challenged the presumption that polls could accurately measure or interpret what the public was thinking. Even so, polls drive news media narratives about presidential elections, shaping conventional wisdom about how competitive those races are. As Lost in a Gallup makes clear, polls are not always in error. But when they fail, they can fail in surprising ways.
Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low? There are many reasons — but resistance to rapid change is a big one, Gallup’s research and experience have discovered. In particular, organizations have been slow to adapt to breakneck changes produced by information technology, globalization of markets for products and labor, the rise of the gig economy, and younger workers’ unique demands. Gallup’s 2017 State of the Global Workplace offers analytics and advice for organizational leaders in countries and regions around the globe who are trying to manage amid this rapid change. Grounded in decades of Gallup research and consulting worldwide -- and millions of interviews -- the report advises that leaders improve productivity by becoming far more employee-centered; build strengths-based organizations to unleash workers’ potential; and hire great managers to implement the positive change their organizations need not only to survive – but to thrive.
Many of American journalism’s best-known and most cherished stories are exaggerated, dubious, or apocryphal. They are media-driven myths, and they attribute to the news media and their practitioners far more power and influence than they truly exert. In Getting It Wrong, writer and scholar W. Joseph Campbell confronts and dismantles prominent media-driven myths, describing how they can feed stereotypes, distort understanding about the news media, and deflect blame from policymakers. Campbell debunks the notions that the Washington Post’s Watergate reporting brought down Richard M. Nixon’s corrupt presidency, that Walter Cronkite’s characterization of the Vietnam War in 1968 shifted public opinion against the conflict, and that William Randolph Hearst vowed to “furnish the war” against Spain in 1898. This expanded second edition includes a new preface and new chapters about the first Kennedy-Nixon debate in 1960, the haunting Napalm Girl photograph of the Vietnam War, and bogus quotations driven by the Internet and social media.
From The Gallup Organization-the most respected source on the subject-comes a fascinating look at the importance of measuring public opinion in modern society. For years, public-opinion polls have been a valuable tool for gauging the positions of American citizens on a wide variety of topics. Polling applies scientific principles to understanding and anticipating the insights, emotions, and attitudes of society. Now in POLLING MATTERS: Why Leaders Must Listen to the Wisdom of the People, The Gallup Organization reveals: What polls really are and how they are conducted Why the information polls provide is so vitally important to modern society today How this valuable information can be used more effectively and more...
The Year that Defined American Journalism explores the succession of remarkable and decisive moments in American journalism during 1897 – a year of significant transition that helped redefine the profession and shape its modern contours. This defining year featured a momentous clash of paradigms pitting the activism of William Randolph Hearst's participatory 'journalism of action' against the detached, fact-based antithesis of activist journalism, as represented by Adolph Ochs of the New York Times, and an eccentric experiment in literary journalism pursued by Lincoln Steffens at the New York Commercial-Advertiser. Resolution of the three-sided clash of paradigms would take years and result ultimately in the ascendancy of the Times' counter-activist model, which remains the defining standard for mainstream American journalism. The Year That Defined American Journalism introduces the year-study methodology to mass communications research and enriches our understanding of a pivotal moment in media history.
People on the right are furious. People on the left are livid. And the center isn’t holding. There is only one thing on which almost everyone agrees: there is something very wrong in Washington. The country is being run by pollsters. Few politicians are able to win the voters’ trust. Blame abounds and personal responsibility is nowhere to be found. There is a cynicism in Washington that appalls those in every state, red or blue. The question is: Why? The more urgent question is: What can be done about it? Few people are more qualified to deal with both questions than Joe Klein. There are many loud and opinionated voices on the political scene, but no one sees or writes with the clarity that this respected observer brings to the table. He has spent a lifetime enmeshed in politics, studying its nuances, its quirks, and its decline. He is as angry and fed up as the rest of us, so he has decided to do something about it—in these pages, he vents, reconstructs, deconstructs, and reveals how and why our leaders are less interested in leading than they are in the “permanent campaign” that political life has become. The book opens with a stirring anecdote from the night of Dr. Martin Luther King Jr.’s assassination. Klein re-creates the scene of Robert Kennedy’s appearance in a black neighborhood in Indianapolis, where he gave a gut-wrenching, poetic speech that showed respect for the audience, imparted dignity to all who listened, and quelled a potential riot. Appearing against the wishes of his security team, it was one of the last truly courageous and spontaneous acts by an American politician—and it is no accident that Klein connects courage to spontaneity. From there, Klein begins his analysis—campaign by campaign—of how things went wrong. From the McGovern campaign polling techniques to Roger Ailes’s combative strategy for Nixon; from Reagan’s reinvention of the Republican Party to Lee Atwater’s equally brilliant reinvention of behind-the-scenes strategizing; from Jimmy Carter to George H. W. Bush to Bill Clinton to George W.—as well as inside looks at the losing sides—we see how the Democrats become diffuse and frightened, how the system becomes unbalanced, and how politics becomes less and less about ideology and more and more about how to gain and keep power. By the end of one of the most dismal political runs in history—Kerry’s 2004 campaign for president—we understand how such traits as courage, spontaneity, and leadership have disappeared from our political landscape. In a fascinating final chapter, the author refuses to give easy answers since the push for easy answers has long been part of the problem. But he does give thoughtful solutions that just may get us out of this mess—especially if any of the 2008 candidates happen to be paying attention.
This offers a detailed and long-awaited reassessment of one of the most maligned periods in American journalism—the era of the yellow press. The study challenges and dismantles several prominent myths about the genre, finding that the yellow press did not foment—could not have fomented—the Spanish-American War in 1898, contrary to the arguments of many media historians. The study presents extensive evidence showing that the famous exchange of telegrams between the artist Frederic Remington and newspaper publisher William Randolph Hearst—in which Hearst is said to have vowed to furnish the war with Spain—almost certainly never took place. The study also presents the results of a systematic content analysis of seven leading U. S. newspapers at 10 year intervals throughout the 20th century and finds that some distinguishing features of the yellow press live on in American journalism. The yellow press period in American journalism history has produced many powerful and enduring myths-almost none of them true. This study explores these legends, presenting extensive evidence that: • The yellow press did not foment-could not have fomented-the Spanish-American War in 1898, contrary of the arguments of many media historians • The famous exchange of telegrams between the artist Frederic Remington and newspaper publisher William Randolph Hearst-in which Hearst is said to have vowed to furnish the war with Spain-almost certainly never took place • The readership of the yellow press was not confined to immigrants and people having an uncertain command of English, as many media historians maintain The study also presents the results of a detailed content analysis of seven leading U.S. newspapers at 10-year intervals, from 1899 to 1999. The content analysis—which included the Denver Post, Los Angeles Times, New York Times, Raleigh News and Observer, St. Louis Post-Dispatch, San Francisco Examine and Washington Post—reveal that some elements characteristic of yellow journalism have been generally adopted by leading U. S. newspapers. This critical assessment encourages a more precise understanding of the history of yellow journalism, appealing to scholars of American journalism, journalism history, and practicing journalists.
Definitive leadership strategy for fixing the American economy, drawn from Gallup’s unmatched global polling and written by the company’s chairman. What everyone in the world wants is a good job. “This is one of the most important discoveries Gallup has ever made,” says the company’s Chairman, Jim Clifton. In a provocative book for business and government leaders, Clifton describes how this undeniable fact will affect all leadership decisions as countries wage war to produce the best jobs. Leaders of countries and cities, Clifton says, should focus on creating good jobs because as jobs go, so does the fate of nations. Jobs bring prosperity, peace and human development — but long-term unemployment ruins lives, cities and countries. Creating good jobs is tough, and many leaders are doing many things wrong. They’re undercutting entrepreneurs instead of cultivating them. They’re running companies with depressed workforces. They’re letting the next generation of job creators rot in bad schools. A global jobs war is coming, and there’s no time to waste. Cities are crumbling for lack of good jobs. Nations are in revolt because their people can’t get good jobs. The cities and countries that act first — that focus everything they have on creating good jobs — are the ones that will win. The Coming Jobs War offers a clear, brutally honest look at America’s biggest problem and a cogent prescription for solving it.
Students who use their natural talents achieve the most --- but they need to know what those talents are. StrengthsQuest includes the Clifton StrengthsFinder, an online assessment that reveals students’ top five themes of talent. And StrengthsQuest also helps students make the most of those talents. Students and learners of all ages continually face the challenges of gaining direction, making decisions, and building self-confidence. Fortunately, the keys to successfully meeting these challenges — your own natural talents — already exist within you. Through these talents, you will produce your greatest achievements. Over the course of 30 years, Gallup conducted millions of psychological interviews and identified 34 themes of talent that are indicative of success. In the StrengthsQuest program, Gallup offers you the opportunity to discover talents from your top five themes and build on them to achieve academic, career, and personal excellence. More than 100,000 students have benefited from the program. Your quest starts with the Clifton StrengthsFinder, a 30-minute assessment that reveals your top five themes of talent. This online assessment is your entryway to a variety of experiences that will help you discover your greatest talents and develop strengths. You’ll gain access to action items specific to your top themes, covering general academic life, study habits, relationships, and career. You’ll also be challenged to think about applying your talents for success in other settings, such as on projects and teams and in leadership. StrengthsQuest was written by the late Donald O. Clifton, who was the former chairman of Gallup; coauthor of the bestseller Now, Discover Your Strengths; and recognized as the Father of Strengths-Based Psychology and the late Edward “Chip” Anderson, who taught education, psychology, and leadership at UCLA and Azusa Pacific University. Revised portions of the text were written by Laurie A. Schreiner, who has taught psychology and higher education at Azusa Pacific University and Eastern University. Your quest starts with the Clifton StrengthsFinder, a 30-minute assessment that reveals your top five themes of talent. This online assessment is your entryway to a variety of experiences that will help you discover your greatest talents and develop strengths. You’ll gain access to action items specific to your top themes, covering general academic life, study habits, relationships, and career. You’ll also be challenged to think about applying your talents for success in other settings, such as on projects and teams, and in leadership. StrengthsQuest was written by the late Donald O. Clifton, former chairman of Gallup, coauthor of the bestseller Now, Discover Your Strengths, and recognized as the Father of Strengths-Based Psychology and the late Edward “Chip” Anderson, who taught education, psychology, and leadership at UCLA and Azusa Pacific University. Revised portions of the text were written by Laurie A. Schreiner, who has taught psychology and higher education at Azusa Pacific University and Eastern University.
