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The Berlin blockade brought former allies to the brink of war. Britain, France, the United States and the Soviet Union defeated and began their occupation of Germany in 1945, and within a few years, the Soviets and their Western partners were jockeying for control of their former foe. Attempting to thwart the Allied powers' plans to create a unified West German government, the Soviets blocked rail and road access to the western sectors of Berlin in June 1948. With no other means of delivering food and supplies to the German people under their protection, the Allies organized the Berlin airlift. In Berlin on the Brink: The Blockade, the Airlift, and the Cold War, Daniel F. Harrington examines the "Berlin question" from its origin in wartime plans for the occupation of Germany through the Paris Council of Foreign Ministers meeting in 1949. Harrington draws on previously untapped archival sources to challenge standard accounts of the postwar division of Germany, the origins of the blockade, the original purpose of the airlift, and the leadership of President Harry S. Truman. While thoroughly examining four-power diplomacy, Harrington demonstrates how the ingenuity and hard work of the people at the bottom—pilots, mechanics, and Berliners—were more vital to the airlift's success than decisions from the top. Harrington also explores the effects of the crisis on the 1948 presidential election and on debates about the custody and use of atomic weapons. Berlin on the Brink is a fresh, comprehensive analysis that reshapes our understanding of a critical event of cold war history.

Daniel Soyer's history of the Liberal Party of New York State, Left in the Center, shows the surprising relationship between Democratic Socialism and mainstream American politics. Beginning in 1944 and lasting until 2002, the Liberal Party offered voters an ideological seal of approval and played the role of strategic kingmaker in the electoral politics of New York State. The party helped elect presidents, governors, senators, and mayors, and its platform reflected its founders' social democratic principles. In practical politics, the Liberal Party's power resided in its capacity to steer votes to preferred Democrats or Republicans with a reasonable chance of victory. This uneasy balance between principle and pragmatism, which ultimately proved impossible to maintain, is at the heart of the dramatic political story presented in Left in the Center. The Liberal Party, the longest-lived of New York's small parties, began as a means for anti-Communist social democrats to have an impact on the politics and policy of New York City, Albany, and Washington, DC. It provided a political voice for labor activists, independent liberals, and pragmatic social democrats. Although the party devolved into what some saw as a cynical patronage machine, it remained a model for third-party power and for New York's influential Conservative and, later, the Working Families parties. With an active period ranging from the successful senatorial career of Jacob Javits to the mayoralties of John Lindsay and Rudy Giuliani, the Liberal Party effectively shaped the politics and policy of New York. The practical gains and political cost of that complicated trade-off is at the heart of Left in the Center.

Harvard Law School is the oldest and, arguably, the most influential law school in the nation. U.S. presidents, Supreme Court justices, and foreign heads of state, along with senators, congressional representatives, social critics, civil rights activists, university presidents, state and federal judges, military generals, novelists, spies, Olympians, film and TV producers, CEOs, and one First Lady have graduated from the school since its founding in 1817. During its first century, Harvard Law School pioneered revolutionary educational ideas, including professional legal education within a university, Socratic questioning and case analysis, and the admission and training of students based on academic merit. But the school struggled to navigate its way through the many political, social, economic, and legal crises of the century, and it earned both scars and plaudits as a result. On the Battlefield of Merit offers a candid, critical, definitive account of a unique legal institution during its first century of influence. Daniel R. Coquillette and Bruce A. Kimball examine the school’s ties with institutional slavery, its buffeting between Federalists and Republicans, its deep involvement in the Civil War, its reluctance to admit minorities and women, its anti-Catholicism, and its financial missteps at the turn of the twentieth century. On the Battlefield of Merit brings the story of Harvard Law School up to 1909—a time when hard-earned accomplishment led to self-satisfaction and vulnerabilities that would ultimately challenge its position as the leading law school in the nation. A second volume will continue this history through the twentieth century.

In the last days of the twentieth century, leading New Testament scholar and popular preacher Daniel Harrington, S.J., asked himself two powerful questions: What might the church of the first century have to say to the church of the twenty-first century? And How might a brief sythesis of what the New Testament says and does not say about the church help bring greater vitality within and unity among the churches? The result of Father Harrington's research and thinking is this timely and important book.

The new edition of the canonical text on the history and development of management thought Far more than a chronicle of the historical development of modern management’s many roots, the newly released ninth edition of The Evolution of Management Thought by Daniel A. Wren and Arthur G. Bedeian is a fascinating telling of how ideas about the nature of work, the nature of human beings, and the nature of organizations have changed throughout history. Its methodology is analytic, synthetic, and interdisciplinary. It is analytic, in that it examines the backgrounds, experiences, and beliefs of people who made significant contributions to management thinking. It is synthetic, in that it weaves developmental trends, social movements, and environmental forces into a conceptual framework for understanding how management thinking has evolved within and across generations. It is interdisciplinary, in that it draws insights from economics, history, political science, psychology, and sociology to explain why management thinking has developed as it has. The authors trace the intellectual history of modern management thought as an activity and as an academic discipline in a way that makes reading The Evolution of Management Thought a thoroughly enjoyable encounter. Designed for upper-level and graduate courses, this new edition further cements The Evolution of Management Thought’s place as the standard text in the field of management history for more than half a century.

"Previously distributed as a masters thesis by the same title"--T.p. verso. Includes index. Chaplains, Military -- Biography.