Built To Fail
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Worlds Built to Fall Apart
Author: David Lapoujade
language: en
Publisher: U of Minnesota Press
Release Date: 2024-06-04
Philosophically analyzing the work of one of the twentieth century’s most popular, and peculiar, science fiction authors Despite his enduring popularity, Philip K. Dick (1928–1982)—whose short stories and novels were adapted into or influenced many major films and television shows, including Blade Runner, Total Recall, The Truman Show, and The Man in the High Castle—has long been a marginal figure in American literature, even in the science fiction genre he helped revolutionize. Here, an influential French philosopher offers a major new perspective on an author who was known as much for his eccentricities and excesses as for his writing. For David Lapoujade, it is precisely the many ways in which Dick’s works seem to hover on the brink of losing all touch with reality that make him such a singular figure, both as a sci-fi author and as a thinker of contemporary life. In Worlds Built to Fall Apart, Lapoujade defines sci-fi as a way of thinking through the creation of worlds and argues that Dick does so by creating worlds that fall rapidly to pieces. Whatever his mechanism to bring this about (drugs or madness, alien satellite transmissions or encroaching parallel universes), the effect is always to reveal reality to be a construction, in which certain people determine what appears as real to the rest of us. Orienting Dick within philosophy and drawing connections to a wide variety of other thinkers and artists, this remarkable reading shows how he proposes unstable, fluctuating futures in which tinkering with reality has become the best means of resisting total control. Engaging with most of Philip K. Dick’s published works, as well as with several of his essays and his notorious psychic autobiography The Exegesis, Lapoujade hones in on the “war of the psyches” that underlies Dick’s critique of reality. He puts Dick’s work in conversation with a vast array of subjects—from cybernetics to schizoanalysis, and from Pop art to David Lynch, J. G. Ballard, and William S. Burroughs—revealing Dick’s oeuvre to comprise a profound reality defined by artifice, precarity, and control. Retail e-book files for this title are screen-reader friendly.
Built to Learn
Aerospace giant Rockwell Collins typified the old-fashioned corporate approach to organizational learning: lackluster offerings in bland classroom settings, with little connection to the needs of employees or the goals of the company. Enter Cliff Purington and Chris Butler, who in three years transformed Rockwell into a full-fledged learning organization. With a strategy-based and technology-driven learning approach, a 400 percent increase in offerings, 24/7 access for 17,000 worldwide employees, and cost savings of $23 million, Rockwell is lauded and emulated by organizations all over the world. For this vital book, Purington and Butler have organized their revolutionary approach into 10 clear steps that can similarly transform any company. Readers will learn new ways to build relationships, define core learning objectives, present a solid business case, and implement programs and assess their value. Each step offers detailed processes to follow, and explains what worked (and what didn’t), revealing the secrets behind Rockwell’s stunning transformation.
Built to Change
Author: Edward E. Lawler, III
language: en
Publisher: John Wiley & Sons
Release Date: 2011-02-17
In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be “built to change” so they can last and succeed in today’s global economy. Instead of striving to create a highly reliable Swiss watch that consistently produces the same behavior, they argue organizations need to be designed in ways that stimulate and facilitate change. Built to Change focuses on identifying practices and designs that organizations can adopt so that they are able to change. As Lawler and Worley point out, organizations that foster continuous change Are closely connected to their environments Reward experimentation Learn about new practices and technologies Commit to continuously improving performance Seek temporary competitive advantages