When Things Could Go Wrong They Usually Do

David Daniels is a detective that had a lot on his mind recently. His wife was in an accident off the side of a cliff after a fight they had. She was presumed missing for a few years and her body was never found. David just got back from a very long case when a woman knocked on his door and he decided to take her case. She reminded him of a person that he knew from long ago. The detective was sure that his old rival was somehow involved in this case. The Boss was trying to block an invention from going out on the market and would do anything to stop it. David had to keep his sanity together and found that most of the witnesses around him were getting killed. He was convinced that the police had something to do with the murders because of the corruption that he experienced when he worked downtown. The one person who could help him was the lady that originally walked into his offi ce. It was going to take whatever strength David had to keep her alive at all costs.

* Our summary is short, simple and pragmatic. It allows you to have the essential ideas of a big book in less than 30 minutes. By reading this summary, you will discover why there are so many incompetent people in companies and why, despite this observation, their number is only increasing. You will also discover : what the limits of your leaders and managers are; what the principle of hierarchology is; how to identify an individual's threshold of incompetence; what are the keys to avoid reaching your own level of incompetence. You often see the incompetence of an individual. For example, in the theater, when you display the acting of a mediocre actor, or in a restaurant, when a waitress spills a glass of wine on your jeans. It can also happen in the workplace, when you wonder how your supervisor got to this level when he obviously knows nothing about it. However, all of these people have many qualities and were, at one time or another, competent and qualified professionals. How then can you explain that so many individuals end up reaching their level of incompetence? *Buy now the summary of this book for the modest price of a cup of coffee!

Vols. for 1919- include an Annual statistical issue (title varies).

The Unfinished Revolution is the definitive story of New Labour from its genesis to its election defeat 2010 - covering over 25 years and six general elections of strategy, rebuilding and reinvention. In this extraordinary book, Philip Gould, one of the world's leading political strategists and a key adviser to Tony Blair during the period, brilliantly describes how New Labour came to dominate, falter and fall, assessing how successful it was in government, and where it should go from here. Drawing on his years of experience at the heart of New Labour he gives us his unique perspective on how best to understand the electorate, how to communicate policy and how to adapt in a rapidly changing world.

Vols. 5-15 include "Bibliography of child study," by Louis N. Wilson.

Murphy's Law strikes again! From malpractice to measles, Bloch muses on on the fact that anything that can go wrong in the medical world will.

From mom-and-pop general stores to big-box, strip-mall chains, it is impossible to consider the American experience without thinking about the buying-and-selling retail culture: the sales and the stockrooms, the shift managers, and the clock punchers. The Customer Is Always Wrong is a tragicomic and all-too revealing collection of essays by writers who have done their time behind the counter and lived to tell their tales. Jim DeRogatis, author of Let It Blurt, for example, describes hanging out with Al himself at Al Rocky’s Music Store, while Colson Whitehead explains how three summers at a Long Island ice cream store gave him a lifelong aversion to all things dessert-like. This book not only shines a light on the absurdities of retail culture but finds the delight in it as well.