After Hitler's death, several posthumous books were published which purported to be the verbatim words of the Nazi leader - two of the most important of these documents were Hitler's Table Talk and The Testament of Adolf Hitler. This ground-breaking book provides the first in-depth analysis and critical study of Hitler's so-called table talks and their history, provenance, translation, reception, and usage. Based on research in public and private archives in four countries, the book shows when, why, where, how, by and for whom the table talks were written, how reliable the texts are, and how historians should approach and use them. It reveals the crucial role of the mysterious Swiss Nazi Francois Genoud, as well as some very poor judgement from several famous historians in giving these dubious sources more credibility than they deserved. The book sets the record straight regarding the nature of these volumes as historical sources - proving inter alia The Testament to be a clever forgery - and aims to establish a new consensus on their meaning and impact on historical research into Hitler and the Third Reich. This path-breaking historical investigation will be of considerable interest to all researchers and historians of the Nazi era.

After Hitler's death, several posthumous books were published which purported to be the verbatim words of the Nazi leader - two of the most important of these documents were Hitler's Table Talk and The Testament of Adolf Hitler. This ground-breaking book provides the first in-depth analysis and critical study of Hitler's so-called table talks and their history, provenance, translation, reception, and usage. Based on research in public and private archives in four countries, the book shows when, why, where, how, by and for whom the table talks were written, how reliable the texts are, and how historians should approach and use them. It reveals the crucial role of the mysterious Swiss Nazi Francois Genoud, as well as some very poor judgement from several famous historians in giving these dubious sources more credibility than they deserved. The book sets the record straight regarding the nature of these volumes as historical sources - proving inter alia The Testament to be a clever forgery - and aims to establish a new consensus on their meaning and impact on historical research into Hitler and the Third Reich. This path-breaking historical investigation will be of considerable interest to all researchers and historians of the Nazi era.

WEEE Recycling: Research, Development, and Policies covers policies, research, development, and challenges in recycling of waste electrical and electronic equipment (WEEE). The book introduces WEEE management and then covers the environmental, economic, and societal applications of e-waste recycling, focusing on the technical challenges to designing efficient and sustainable recycling processes-including physical separation, pyrometallurgical, and hydrometallurgical processes. The development of processes for recovering strategic and critical metals from urban mining is a priority for many countries, especially those having few available ores mining.

Fingerprints are rich in details which are in the form of discontinuities in ridges known as minutiae. The main purpose of this book is to implement and evaluate National Institute of Standards and Technology (NIST) Biometric Image Software (NBIS) for fingerprint recognition using the system developed in Matlab environment. This is performed by using C- language MEX-files which enables to run original C- language code without reimplementing it as Matlab script. A function is developed with NBIS which helps to extract minutiae from grayscale fingerprint image and match two minutiae patterns to produce a match score. In this work 60 unique users with 8 fingerprints per user i.e., 480 fingerprints had been used for evaluating the system. Scores obtained from minutia matcher after comparing with genuine and imposter matching had been plotted using Receiver Operating Characteristic (ROC) graphs. Finally the performance of the system is evaluated by analyzing plotted ROC graphs. The results obtained by using this functionality can be used for comparing the results obtained with other techniques for measuring the system performance using ROC graphs.

Why are some organizations more creative than others? What sets innovative, high-performing organizations apart? Can creativity and innovation be learned and enhanced? The answer to the last question, say creativity experts Nancy Napier and Mikael Nilsson, is a resounding yes. And with general consensus that creativity and innovation drive business growth, fostering creativity couldn't be more important. In The Creative Discipline, Napier and Nilsson illustrate six key factors that power creative, high-achieving organizations, and they provide managers with guidelines for incorporating those factors into their own companies. Business people will learn how innovative organizations get superior results from employees not just through disciplined methods of thinking, but also through free-flowing work spaces and work practices that help supercharge the imagination. Combining research on creative organizations in several sectors, this book argues that innovative organizations known for doing things differently (and profitably) approach creativity and innovation in similar, disciplined ways, regardless of industry or field. That discipline fosters new ideas, solutions, and approaches, and it ensures that the flow of creativity is constant. The Creative Discipline demonstrates that: -Innovative, high-performing organizations have three disciplines in common: (1) "within discipline" mastery, (2) "out of discipline" thinking, and (3) a disciplined process that leads to innovation. -Innovative organizations also have three factors that strengthen the creative disciplines: faces (creative entrepreneurs, leaders, and teams); places (the physical and organizational infrastructure that is reflectedin offices, buildings, and location); and traces (elements that act as catalysts for creativity--the culture, networks, and policies that support creative and innovative endeavors). The book explains each factor for creative success in detail. Best, Napier and Nilsson show creativity and innovation at work in a range of sectors from sports to software to theater and contemporary circus. They also show how innovative practices in developed countries like the U.S. and Sweden compare to those in developing countries like Vietnam. Companies can learn to innovate and in the process reap benefits like higher sales and profits, greater productivity--while regaining a valuable element missing in so many workplaces: fun.

Why are some organizations more creative than others? What sets innovative, high-performing organizations apart? Can creativity and innovation be learned and enhanced? The answer to the last question, say creativity experts Nancy Napier and Mikael Nilsson, is a resounding yes. And with general consensus that creativity and innovation drive business growth, fostering creativity couldn't be more important. In The Creative Discipline, Napier and Nilsson illustrate six key factors that power creative, high-achieving organizations, and they provide managers with guidelines for incorporating those factors into their own companies. Business people will learn how innovative organizations get superior results from employees not just through disciplined methods of thinking, but also through free-flowing work spaces and work practices that help supercharge the imagination. Combining research on creative organizations in several sectors, this book argues that innovative organizations known for doing things differently (and profitably) approach creativity and innovation in similar, disciplined ways, regardless of industry or field. That discipline fosters new ideas, solutions, and approaches, and it ensures that the flow of creativity is constant. The Creative Discipline demonstrates that: -Innovative, high-performing organizations have three disciplines in common: (1) within discipline mastery, (2) out of discipline thinking, and (3) a disciplined process that leads to innovation. -Innovative organizations also have three factors that strengthen the creative disciplines: faces (creative entrepreneurs, leaders, and teams); places (the physical and organizational infrastructure that is reflected in offices, buildings, and location); and traces (elements that act as catalysts for creativity—the culture, networks, and policies that support creative and innovative endeavors). The book explains each factor for creative success in detail. Best, Napier and Nilsson show creativity and innovation at work in a range of sectors from sports to software to theater and contemporary circus. They also show how innovative practices in developed countries like the U.S. and Sweden compare to those in developing countries like Vietnam. Companies can learn to innovate and in the process reap benefits like higher sales and profits, greater productivity—while regaining a valuable element missing in so many workplaces: fun.