“Historian Schiavone mixes philosophy, politics, and anthropology in this stimulating inquiry into the ‘paradigm of progress.’” —Publishers Weekly Today, many believe that progress is a word to be avoided, a relic from a past, the dangerous product of an era of intellectual naivety that would be best forgotten. Yet, the idea of progress is rooted in a human impulse that is both profound and essential, a way of interpreting history without which our ability to plan the future—and our very identity—would be at stake. Written just before the onset of the Coronavirus pandemic—which is now putting its argument to the hardest of tests—this lucid essay explores how science and technology have been, and can still be, a powerful engine for human advancement.
The idea of progress from the Enlightenment to postmodernism is still very much with us. In intellectual discourse, journals, popular magazines, and radio and talk shows, the debate between those who are "progressivists" and those who are "declinists" is as spirited as it was in the late seventeenth century. In History of the Idea of Progress, Robert Nisbet traces the idea of progress from its origins in Greek, Roman, and medieval civilizations to modern times. It is a masterful frame of reference for understanding the present world. Nisbet asserts there are two fundamental building blocks necessary to Western doctrines of human advancement: the idea of growth, and the idea of necessity. He sees Christianity as a key element in both secular and spiritual evolution, for it conveys all the ingredients of the modern idea of progress: the advancement of the human race in time, a single time frame for all the peoples and epochs of the past and present, the conception of time as linear, and the envisagement of the future as having a Utopian end. In his new introduction, Nisbet shows why the idea of progress remains of critical importance to studies of social evolution and natural history. He provides a contemporary basis for many disciplines, including sociology, economics, philosophy, religion, politics, and science. History of the Idea of Progress continues to be a major resource for scholars in all these areas.
How did Americans come to quantify their society’s progress and well-being in units of money? In today’s GDP-run world, prices are the standard measure of not only our goods and commodities but our environment, our communities, our nation, even our self-worth. The Pricing of Progress traces the long history of how and why we moderns adopted the monetizing values and valuations of capitalism as an indicator of human prosperity while losing sight of earlier social and moral metrics that did not put a price on everyday life. Eli Cook roots the rise of economic indicators in the emergence of modern capitalism and the contested history of English enclosure, Caribbean slavery, American industrialization, economic thought, and corporate power. He explores how the maximization of market production became the chief objective of American economic and social policy. We see how distinctly capitalist quantification techniques used to manage or invest in railroad corporations, textile factories, real estate holdings, or cotton plantations escaped the confines of the business world and seeped into every nook and cranny of society. As economic elites quantified the nation as a for-profit, capitalized investment, the progress of its inhabitants, free or enslaved, came to be valued according to their moneymaking abilities. Today as in the nineteenth century, political struggles rage over who gets to determine the statistical yardsticks used to gauge the “health” of our economy and nation. The Pricing of Progress helps us grasp the limits and dangers of entrusting economic indicators to measure social welfare and moral goals.
Many leaders are unaware of the amazing power of questions. Our conversations may be full of requests and demands, but all too often we are not asking for honest and informative answers, and we don’t know how to listen effectively to responses. When leaders start encouraging questions from their teams, however, they begin to see amazing results. Knowing the right questions to ask—and the right way to listen—will give any leader the skills to perform well in any situation, effectively communicate a vision to the team, and achieve lasting success across the organization. Thoroughly revised and updated, Leading with Questions will help you encourage participation and teamwork, foster outside-the-box thinking, empower others, build relationships with customers, solve problems, and more. Michael Marquardt reveals how to determine which questions will lead to solutions to even the most challenging issues. He outlines specific techniques of active listening and follow-up, and helps you understand how questions can improve the way you work with individuals, teams, and organizations. This new edition of Leading with Questions draws on interviews with thirty leaders, including eight whose stories are new to this edition. These interviews tell stories from a range of countries, including Singapore, Guyana, Korea, and Switzerland, and feature case studies from prominent firms such as DuPont, Alcoa, Novartis, and Cargill. A new chapter on problem-solving will help you apply questions to your toughest situations as a leader, and a new “Questions for Reflection” section at the end of each chapter will help you bring Marquardt’s message into all of your work as a leader. Now more than ever, Leading with Questions is the definitive guide for becoming a stronger leader by identifying—and asking—the right questions.
What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.
A Book of the Year for The Economist and the Observer Our world seems to be collapsing. The daily news cycle reports the deterioration: divisive politics across the Western world, racism, poverty, war, inequality, hunger. While politicians, journalists and activists from all sides talk about the damage done, Johan Norberg offers an illuminating and heartening analysis of just how far we have come in tackling the greatest problems facing humanity. In the face of fear-mongering, darkness and division, the facts are unequivocal: the golden age is now.
Cities and countries around the globe are starting to incorporate a well-being approach by reorienting policies and budgets to benefit people and long-term sustainability. With insights from an international group of scientists, practitioners, and innovators, Well-Being considers the measurement focus of conversations surrounding well-being, then moves beyond to action: shifts in policy, narratives, and power, and alignment with other movements acrosssectors.
