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|Matthew MacDonald||O'Reilly Media|
|Duane A. Smith||University Press of Colorado||ePub|
As early as the 1600s, the Native Americans realized they were not going to have Colorado to themselves. From the south came men riding strange beasts, practicing a different religion, and bringing tools and weapons the Indians had never seen. The lives of these foreigners as well as those of the Indians would never be the same. In 1598 the Spanish explorer Juan de Oñate commanded the expedition that brought European settlement to what the Spanish called New Mexico. Word spread quickly among the Native Americans that a new and unusual people had arrived. It would not be long before the two peoples made contact, each group curious about the other.
The Spanish in the Rio Grande Valley did more than simply trade with the Utes and the Plains tribes. They were also interested in exploring the land. The Spaniards dreamed of finding gold and silver in the mountains to the north or on the eastern plains. Catholic friars also hoped to find converts among the Native population.
We do not know about all the Spanish expeditions to the land that would become Colorado. We do know that in 1650, Juan de Archuleta led a search party to recapture some Pueblo Indians. Seeking freedom, they had fled from the Spanish. Archuleta’s party traveled across the eastern plains, along the Arkansas River, and to an Apache settlement known as El Quartelejo. There, Juan de Ulibarri also captured some runaway Pueblo Indians in 1706.See more
|Iain Bamforth||Carcanet Press Ltd.|
Windfowl and Their Advantages
Günter Grass stands so prominently in the line of fire of
Germany’s still polarised and politicised cultural life, and has been sniped at so often since The Rat () – his novel A Wide Field () was literally ripped up for the benefit of the press by that other
Grand Old Man of German letters, the critic and TV personality
Marcel Reich-Ranicki – that it comes almost as a surprise to find a barely noticed survivor: Grass the poet.
As the cover of his modest Selected Poems attests, Grass was a poet before he had his colossal success in with the first of his three
Danzig novels, The Tin Drum: indeed, his first publication was a book of lyrics, improbably named The Advantages of Windfowl. It announced some of those obsessional objects which dominate
Grass’s writing: ready-assembled furniture, Polish flags, prophets and flapping nuns. Wit is an angel of connection for Grass: his exuberance of mood, association and image suggests a poet drawn to a Surrealist code of practice, a member of that Aesopian line that extends all the way to Arp and Holub and Popa. Even early on, Grass works as a moralist, not by means of direct statement or logic, but by manipulating imagery. Oskar Matzerath’s refusal to grow up into a world of fallenness in The Tin Drum is prefigured in ‘Family Matters’, a short poem in which a collection of briny foetuses observe the secular attitudes of Sunday culture-goers:See more
|Frank Lekanne Deprez||Berrett-Koehler Publishers||ePub|
IN TODAY’S WORLD companies are competitors in the morning, partners in the afternoon, and friends at night. Peter Senge and Goran Carstedt believe that “our real future lies in building sustainable enterprises and an economic reality that connects industry, society, and the environment.”1 Leadership in the twenty-first century is a matter of inspiring, motivating, and challenging people, many of whom are not employed by the leading enterprise and not under the influence of formal leadership. Leaders must be able to trust and “let loose” the operations of partners and employees, without having full control over them. What worked well when those companies were going it alone may not work in a collaborative environment. The competencies needed for leaders to make progress are co-sensing (jointly “tuning into” emerging patterns) and co-creating the new.2 Often there is not a lot of time to comanufacture or coevolve. In high-velocity markets, leaders neglect to update their collaborative links as businesses and markets emerge, grow, split, and combine.3 They become OECs—Operating on the Edge of Chaos—instead of CEOs.4See more
|Grant Leboff||Kogan Page||ePub|
The creation of the internet and the world wide web, combined with advances in technology, presents both individuals and companies with unprecedented opportunities. At the same time, however, one could argue that the landscape is more competitive than it has ever been, as many barriers to market have come down and therefore there are more entities trying to compete.
For example, there were 1,186,900 registered companies in the United Kingdom in 1990–91.1 By 2012–13, this had nearly trebled to 3,044,710.2 Similarly, in the United States, registered companies grew by over a million from 6,319,300 in 19923 to 7,396,628 in 2010.4 However, this is only a small part of the story. With the collapse of the Berlin Wall and the rise of India and China, the Western industrial economies now find themselves competing with literally billions of extra people. As technology increasingly renders geographical boundaries irrelevant for many purchases, this competition becomes even more fervent. Of course, the same facts also present companies with fresh and exciting opportunities. These territories provide Western industrialized countries with new markets in which to expand, as growing businesses and an emerging middle class look to purchase goods and services. In this global market, however, it is the very nature of competition and the way you respond to it that has really changed.See more
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