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The balanced scorecard, developed by Kaplan and Norton in 1992, gained enormous popularity as a way to 'translate a company's strategy into specific measurable objectives.' In practice, however, relatively few [...]

The commonly perceived tension between authentic moral and ethical action and action involving tolerance is held to be the illusory product of an unduly individualistic frame of thought. Moral and ethical actions are produced not by independent individuals but by participants in cultural traditions. And even the wholly routine continuation of a single homogeneous tradition must always and invariably involve mutual tolerance: participants must interact not as independent individuals but as tolerant members. Tolerance deserves recognition, accordingly, as a primary virtue, not merely compatible with authentic moral and ethical action, but required by it. An explicit rhetoric enjoining tolerance needs to be understood as performative discourse employed to change, or else to sustain, the systems of tolerances in which all cultures, whether simple or differentiated, homogeneous or diverse, unified or fragmented, invariably consist.

The slowdown in the economy and the pace of construction, the mushrooming of new technology, and greater competition have created new conditions under which construction contracts for the water industry operate. These factors have led to less harmonious relationships among the parties to a construction contract. The development and use of new products introduce additional potential pitfalls and further complicate the timely completion of a project.

The author discusses inspirational leadership and uses the musician Jerry Garcia of the band the Grateful Dead as his example. According to the author, inspirational leaders create value, improve continually, and possess charisma, humility, and trust. Topics mentioned include social networking, transformational leadership, and group-think.