Captain George N. Bliss experienced almost every aspect of the Civil War, except death. As an officer in the First Rhode Island Cavalry, Bliss engaged in some twenty-seven actions. He miraculously survived a skirmish in Waynesboro, Virginia, in September 1864, when he single-handedly charged into the Black Horse Cavalry. Badly injured and taken prisoner, Bliss was consigned to the notorious Libby Prison in Richmond. Midway through the war, Bliss also served for nine months at a Conscript Camp in Connecticut, where he sat on several courts-martial. Bliss richly detailed his war experiences in letters to his close friend, David Gerald, who lived in Rhode Island. In absolute candor, Bliss expressed his opinions on many topics and related a plethora of firsthand details. A colorful writer, he also penned dispatches from the field for a Providence newspaper. Meticulously transcribed and annotated, this collection of letters is unusual because Bliss did not mask the devastation and challenges of his intense wartime experiences as he might have done in writing to a family member. In conclusion, the editors describe how, following the war, Bliss sought out the Confederates who almost killed him, forming personal relationships that lasted for decades.

Organizational change is often insider-led and supported by internal consultants and change agents. Most of what is written about change comes from the perspective of external consultants or from academics researching the activities of those with insider change roles. Changing Organizations from Within is unusual in providing a range of authentic insider accounts. The editors define 'insiders' as employees who lead and support change efforts within their own organizations, and those psychoanalytically aware external consultants - external 'insiders' - who work closely with organizations and use the dynamics of transference and projection in their relationships with clients to illuminate organizational issues. Each chapter is written by an author with experience of different kinds of insider relationships with their client organizations. Some work 'inside' as employees. Some are external consultants whose work involves developing insightful insider perspectives. The book's editors and several of the authors are graduates, or have been faculty members, of London's Tavistock Institute Advanced Organizational Consultation programme, with experience of running development programmes for consultants and of coaching insiders. Changing Organizations from Within examines the pulls on role and identity that can easily undermine competence and practice. Understanding the system psycho-dynamics present in organizations helps consultants and change agents to make use of an insider perspective without becoming enmeshed in the client organization's regressive and inertial dynamics. The authors provide practical advice to help insiders navigate organizational space, make sense of tricky situations, and work more mindfully to help organizations change.

In surveying hundreds of men between the ages of 18 and 80, the top 8 reasons men fall in love and stay in love have been uncovered. If you've ever wondered what makes a man fall in love and stay in love, here are your answers.

These volumes, published in conjunction with the Rhode Island Historical Society, represent the result of an exhaustive search for documents relating to the life and career of Revolutionary War general Nathanael Greene. The papers - letters and documents received by Greene as well as those sent by him - are carefully edited and fully annotated. The editors reproduce many items in full but abstract papers that are of lesser significance. Greene, who served as quartermaster general of the army and later as commander of the forces fighting in the southern theater, is generally considered the ablest of Washington's generals. His papers are a vital source of information on the war itself as well as on the man.

These volumes, published in conjunction with the Rhode Island Historical Society, represent the result of an exhaustive search for documents relating to the life and career of Revolutionary War general Nathanael Greene. The papers - letters and documents received by Greene as well as those sent by him - are carefully edited and fully annotated. The editors reproduce many items in full but abstract papers that are of lesser significance. Greene, who served as quartermaster general of the army and later as commander of the forces fighting in the southern theater, is generally considered the ablest of Washington's generals. His papers are a vital source of information on the war itself as well as on the man.

These volumes, published in conjunction with the Rhode Island Historical Society, represent the result of an exhaustive search for documents relating to the life and career of Revolutionary War general Nathanael Greene. The papers - letters and documents received by Greene as well as those sent by him - are carefully edited and fully annotated. The editors reproduce many items in full but abstract papers that are of lesser significance. Greene, who served as quartermaster general of the army and later as commander of the forces fighting in the southern theater, is generally considered the ablest of Washington's generals. His papers are a vital source of information on the war itself as well as on the man.

This thirteenth and final volume of the series devoted to the papers of General Nathanael Greene includes correspondence to and from Greene from the end of the Revolutionary War up to his death in June 1786. It concludes with an epilogue and an addendum of forty-six documents that have come to light since the volumes in which they would have appeared have been published. The documents presented here trace the dismissal of the Southern Army and details of salutes offered to Greene by the citizens of Richmond, Fredericksburg, and Alexandria, Virginia, and Annapolis and Baltimore, Maryland, as he traveled back home. Greene spent three years after the close of the war attempting to settle his wartime debts, many of which were incurred as a result of guarantees he made on behalf of army contractors. He sought assistance in New York, Philadelphia, and Charleston; from the president of Congress; and from Dutch investors, but was declined at every turn. Within a year of relocating his family to Mulberry Grove plantation, near Savannah, after finally reaching an agreement with one of his principal creditors, Greene became ill. He died a week later, at the age of forty-three.

This is a new release of the original 1954 edition.

Do you own a business? If you do, are you sure it will fetch the most value for you that it can? And are you sure that, when the time comes, you will have the best transition you can in the most important business decision of your life, getting full value from the business and/or putting the business and your employees in the best hands possible, with no regrets? If you have any qualms about your answers, then this book is for you. This book succinctly describes how and why business owners should first establish a business strategy and then create a transition strategy, and why it's important that the two be harmonized. Written in a direct, personal style, it allows the owner to get a grip on the key issues in a quick but meaningful read. Laced with clear examples and helpful suggestions on how to prepare both the business and transition strategy, this book should be read by every person who owns a meaningful stake in a private business or who advises them.