Established over a century ago, Fauna & Flora International (FFI) was the world's first international conservation organisation. The pioneering work of its founders in Africa led to the creation of numerous protected areas, including Kruger and Serengeti National Parks. For the first time, the story of FFI's history is told in its entirety. Throughout its history, FFI has repeatedly broken new ground. It is renowned for its innovative, landmark programmes, many of which have come to be regarded as classic examples of conservation practice: the eleventh-hour rescue of the Arabian oryx in 1962; the multifaceted Mountain Gorilla Project launched in 1978; Tunnels for Toads in 1987, one of countless campaigns on behalf of the UK's neglected amphibians, reptiles and bats; a 1994 botanical initiative in Turkey that anticipated the Important Plant Area concept; and, in 2000, the first programme to put biodiversity firmly on the agenda of blue-chip companies. It has been instrumental in creating much of today's global conservation infrastructure, including such well-known institutions as IUCN - The World Conservation Union, the Worldwide Fund for Nature, CITES (the Convention on International Trade in Endangered Species of Wild Fauna and Flora) and TRAFFIC, the wildlife trade monitoring network. To this day, FFI continues to blaze a trail for others to follow, and this beautifully illustrated volume showcases its illustrious history. With a Foreword by Sir David Attenborough, FFI's Vice-President, the book is filled with stunning photography throughout, making it the perfect gift for nature and wildlife enthusiasts.

Through a series of vivid case studies, Authors in Court charts the 300-year-long dance between authorship and copyright that has shaped each institution's response to changing social norms of identity, privacy, and celebrity. "A literary historian by training, Rose is completely at home in the world of law, as well as the history of photography and art. This is the work of an interdisciplinary scholar at the height of his powers. The arguments are sophisticated and the elegant text is a work of real craftsmanship. It is superb." -Lionel Bently, University of Cambridge "Authors in Court is well-written, erudite, informative, and engaging throughout. As the chapters go along, we see the way that personalities inflect the supposedly impartial law; we see the role of gender in authorial self-fashioning; we see some of the fault lines which produce litigation; and we get a nice history of the evolution of the fair use doctrine. This is a book that should at least be on reserve for any IP-related course. Going forward, no one writing about any of the cases Rose discusses can afford to ignore his contribution." -Lewis Hyde, Kenyon College

There has been much written about teams with an ongoing debate about the primacy of environment or dynamics as the most important element to effective teams. Yet the need for groups to be able to consistently tap into the collective intelligence present in the team is more and more important. This requires teams to move beyond cooperation, goodwill and consensus and be able to challenge individual and collective assumptions to see new alternatives. This book provides a simple but elegant model to understand how teams move past the mediocrity of consensus to innovative thinking that comes with Collective Learning. Collective Learning occurs when teams become aware of their assumptions and it challenges them to create a new understanding of what is real and what is important. When that happens, lasting change can come from within the team. There are four distinct abilities that must be present to provide the infrastructure for a group to learn collectively, and here is the 'how to' to dramatically increase team effectiveness. This book is focused on how a facilitator can help groups and the individuals in those groups slow down the emotional and belief processes in order to create opportunities to choose responses rather than being on automatic pilot. The purpose of the facilitator's effort is to move experiential learning beyond the traditional notion of teambuilding. Teambuilding has become a catchall phrase for helping a group get more comfortable with one another and develop trust. It is our opinion that to unlock the power of these experiential tools, facilitators must think about developing two Meta-skills - Emotional Maturity and Critical Thinking. Using experiential learning to develop the attitudes and skills to continually learn provides a real hope for creating fundamental change in the way people and groups interact.

What do Donald Trump, Wayne Dyer, Buddha, and Helen Keller have in common? They all have said great things in an effort to teach us how to live better lives. But how can you use that wisdom today? In 365 Inspirations: One Minute Insights for Love, Success, and Happiness, Mark Rose takes the wisdom from inspirational leaders from the past and the present and shows you how to apply that wisdom to your life. His messages range from spiritual to practical and are arranged in a one-a- day format. Start each morning by reading a message. Then apply its wisdom to your life throughout the day. By spending one minute a day reading the daily messages, you can transform your life. Thousands of people read Mark Rose's messages every day. Now you can too. It's time to take action. Tomorrow can be brighter than today.

Book Description You might consider Scott as one of the most unlikely to be an inventor. Scott was a geologist who had a knack for tripping and falling on his very hard head. But Scott did have an invention, one, just one. That invention almost cost Scott, his family and his friends their lives. The energy companies were not about to let the news of his invention get out. Even if they had to eliminate Scott and anyone that might know what he was doing. The one thing they didn't consider was Scott's friends and family. They were ready and able to fight back, even if it meant leaving earth to fight. And they did.

A fundamental assumption in most of the literature on leadership is that a few will need to control the many. This assumption leads to a search for power but with an either/or mindset: if I have power, then others cannot have as much as me or they will be a threat. Organizations, when anxious, experience limited ability to learn and change. There is an alternative, paradoxical way to understand leadership. A leader is most effective not by controlling others but by defining himself/herself. It is critical for leaders to face their fears, challenge their assumptions and thus be able to change their self-perception. A Leadership Paradox outlines such an alternative view of leadership and provides a model for achieving differentiated leadership.

The notion of the author as the creator and therefore the first owner of a work is deeply rooted both in our economic system and in our concept of the individual. But this concept of authorship is modern. Mark Rose traces the formation of copyright in eighteenth-century Britain--and in the process highlights still current issues of intellectual property. "Authors and Owners" is at once a fascinating look at an important episode in legal history and a significant contribution to literary and cultural history.