O Books
Related Subjects: Orwell, George Oates, Stephen B. O'Brien, Fitz-James Owen, Wilfred Ostriker, Alicia O'Brien, Tim Orczy, Emmuska O'Connor, Flannery Olds, Sharon Ozick, Cynthia O'Hara, Frank Orlovsky, Peter Orr, Gregory O'Brian, Patrick Olson, Charles Oe, Kenzaburo Olmsted, Marc Omar Khayyam Olesha, Yuri Karlovich Owens, Rochelle O'Flaherty, Liam Olsen, Tillie O'Siadhail, Micheal O'Connor, Barbara
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Best of CarmarthenReview Date: 2004-09-13
The Orphans of CarmarthenReview Date: 2004-03-06
If you want to read something that will keep you wanting to read more buy this book. I guarentee you will love it.
Memories of WalesReview Date: 2003-07-19
It is full of joy of spirit. The author spreads the country out for the reader like a banquet, sharing his love for the hills and valleys through a beautiful story of an orphaned boy.
I much prefer it to the idea of Harry Potter, where magic is all spells and incantations. "Orphans" sets out the magic of life that lies within us all, in a setting where dragons and sorcery are secondary to the beauty of Wales itself.
I recommend that everyone get a copy and lose themselves in the language. Can't wait for his next one!
A Boy and His DogReview Date: 2003-04-09
Fantastic NovelReview Date: 2002-09-01

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Complicated WomenReview Date: 1999-10-01
Wonderfully written romance full of the details that complete a great storyReview Date: 2005-11-18
The characters are truly likable and human. They make mistakes and feel pain. They find happiness and you feel their joy.
I found two other novels by this author (Letting Go and Julia's Song) and wish I could find more.
Don't miss this book!
From the back cover - Tall, athletic Joanna Kingston has a roguish way about her that draws women like a magnet. Yet, as too many lovers have discovered too late, though Joanna's bedroom door is always open, she keeps her wounded heart under lock and key. Knowing too well Joanna's "love 'cm and leave 'cm" reputation, beautiful Fiona Maddison is determined to keep their friendship platonic -- unless she can break through Joanna's impenetrable public persona. But as the sexual tension between them starts to smolder, Fiona's resolve starts to melt...
fantastic!!!!!Review Date: 2005-06-09
One of the best novels I have read in a long timeReview Date: 2003-11-14
Well written, with interesting, believable main characters, and a plotline to keep you hooked. Ann O'Leary has also done a great job with the supporting characters, I found them to be well fleshed out. A great job all round, congratulations Ann.
This *is* a book that you will not want to put down after you start it, so don't start reading too late at night :)
I'm now off to search for more work by this author.
LOVE IS A WONDERFUL THING!Review Date: 2000-07-30

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Very good commentary on the Pastoral EpistlesReview Date: 2008-03-18
Just what the pastor ordered!Review Date: 2006-03-10
Excellent resourceReview Date: 2005-08-18
Excellent technical commentaryReview Date: 2006-03-09
Well Researched Exegetical WorkReview Date: 2005-12-08
The book opens with a foreword, a preface and bibliography. After the detailed textual and historical introduction it addresses the attestation of the early church and its relationship with the Acts of the Apostles and the other NT epistles. Afterwards, the author continues with a meticulous presentation of critical arguments concerning the authorship of these epistles. After presenting the absence of basic Pauline concepts and the relationship between Luke and Paul he examines the Lucan proposal and concludes that Paul is the author after all. Then, G. W. Knight III proceeds with his detailed, verse-by-verse exegetical commentary of the Pauline Epistles. Very good book.
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A typical Greeley story, but nonetheless, a good readReview Date: 1999-07-15
This is my favorite Greeley novel.Review Date: 1998-11-23
ONE OF GREELEY'S BESTReview Date: 1999-04-24
My favorite Greeley story.Review Date: 1999-05-14
Summary of the story from the dust jacketReview Date: 2000-06-06
Redmond P. Kane, a popular Chicago newspaper columnist and Pulitzer prize winner, smokes and drinks too much, neglects his kids, enjoys a mistress, is feared and hated by his colleagues, and has shared nothing but a bed with his wife for much too long. At 53, Red is an unhappy, disgruntled cynic. But soon, all that changes. On a Chicago street corner a speeding car, almost runs him down, and a moment of divine grace - one in which God and Red's green eyed wife are somehow identified with each other - almost knocks him unconscious. An then Red';s real troubles begin. They start with evil- plan old fashioned wickedness in the person of aging politico Harv Gunther. Red has come up with evidence that links Gunther to the disappearance of a newsman 20 years earlier and the recent murder of a teenage girl, but proving it can cost Kane his career. He's almost ready to close his files, go out for a drink and forget it all. Yet since his brush with death Red finds himself inexorably drawn down the path of saintliness and driven to always do the right thing. Being a good husband to his wife Eileen is at the top of Red's list. Without realizing it, he's whistling "You're Irish and You're beautiful and dreaming of going home, taking her in his arms, and making up for all the sins of omission accumulated over 20 years of their on-again, off-again marriage. But what happens when he does? Beautiful Irish Eileen think's he's having a breakdown, just as his newsroom co-workers are sure he's finally gone over the edge. Soon, a psychiatrist is trying to have him committed. God has turned Red's whole existence upside down. Must he choose between his wife and his god? Or have they joined in a plot to try the patience of a saint. As Red probes the depths of his new emotions and renewed commitments with the help of Msgr Blackie Ryan, he also digs into the dirty business of Harve Gunther and in the process gravely endangers the lives of everyone he loves.

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It's the great reference book of the world, sure.Review Date: 2007-02-19
Once the book was in hand, for example, I was able very quickly to answer three questions that had been bothering me: was Awkward Davis and Awkward Davies the same man (yes); were the Dumanoirs mentioned separate characters (yes); and what were the names of the various cannon in Surprise.
There is a very useful and succinct summary outlining the entire series, and the lengthy essays on each of the major characters also walks through all the books from that character's perspective (warning: if you haven't read the Aubreyiad through, these will be spoilers). Gary Brown also makes good use of helpful references to biographies (Dean King's and Nikolai Tolstoy's--see my Amazon reviews) and to historical works. This is simply a stunning achievement.
Indispensable!Review Date: 2007-01-16
The most indispensable companion book Review Date: 2006-09-20
The ultimate companion volume for the Patrick O'Brian novelsReview Date: 2006-08-29
Thorough and informative.Review Date: 2007-04-13
I am not quite finished with all 20 and 1/2 volumes of the O'Brian 19th century odyssey, having only finished the first 18, but I became an Aubrey/Maturin junkie after reading the first two novels and watching the movie. Comprehending the wealth of people, places and events, real and imagined, combined with a liberal use of foriegn languages was difficult and intimidating. I was often confused, because I didn't readily remember names and places from one chapter to the next.
Fortunately, before I started no. 5, I discovered, through Amazon, the companion books advertized there. I purchased "Sea Of Words", "Harbors And High Seas" and "Patrick O'Brian's Navy". Problem solved. I constantly cross referenced my new literary tools several times a chapter to interpret the rich mix of story and detail woven together in O'Brian's romantic chronology. The downside is that I needed to carry a tote when I went to read at the coffee shop as well as use an extra chair to hold my not so portable library.
Recently, I have added "The Patrick O'Brian Muster Book" and I immediately liked using it. Actually, it could be a "stand alone" companion book, except that it is absent of maps, diagrams, pictures or a commentary on the life and times. I know that this type information is beyond the scope of "Muster" by nature, so, my other books are still important to me, just not needed by the night stand.
That said, I am pleased with the appearance, organization and thoroughness of "Muster". Formatted like Webster's, it is highly informational and allows quick alphabetical access to the who and the where along with the what and the when not as easily accomplished by the other companion books. I can quickly remind myself of the names and places and not lose track of the story in doing so. Additionally, it lists all O'Brian's books with a Cliff Notes style summary and along with each item is the cross reference of all mentions in the series by book and chapter. It has helpful optional references to deliniate the fact from fiction.
While I finish the series and re-read it, as I'm sure I will, "Muster" will be my favorite companion. Now, when I'm reading on the plane, I won't have as much baggage.

Collectible price: $40.00

Great job O'D!Review Date: 2003-04-09
Do not miss this book....Review Date: 2002-05-15
Wow. No, WOW!Review Date: 2002-02-13
The best book on the game's esotericaReview Date: 2003-06-17
There are no canonisations and platitudes here (for instance, the book criticises in detail Vince Lombardi's late-sixties draft choices and suggests he might have handed Phil Bengtson something of a poisoned chalice - an interesting theory, if nothing else), and no tedious top-ten-this or worst-five-that lists for the more mentally challenged. Instead, there are decade-by-decade glimpses of the game which, taken together, produce the best historical, fan-level portrait of the NFL I've ever come across.
My only complaint - and it's a small one - is that the book does fall back on the inevitable statistical section and identifies what it believes to be the "greatest" players. There's enough of this junk in other books ("Total Football" leaps to mind); I would have preferred more pages of esoterica and amusing photographs.
This is a book really worth searching out for if your idea of a good read is something other than a fawning biography or Officially Licensed propaganda.
My favorite sports book ever!Review Date: 2001-12-11

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Not your regular Consultant typeReview Date: 2003-01-27
Process Consulting is not the typical consulting intervention where 20 somethings come into your organization, do a survey and hand over a thick report after collecting $ per hour !!
Process Consulting is both an art and craft performed by people who intervene in organization systems that are seen as 'human systems' and are sensitive in not inducing 'dependency' of the client. The delicate art is to intervene at the process level rather than the content level and extricate without creating much ripples. Most known consulting deals with 'content' consulting and therefore has more measurale outcomes than the supposedly soft process consulting.
Process consulting is truly empowering and the consultant is a traveller in the process of discovery with the client, constantly asking questions.
Process Consultation Volume II ReviewReview Date: 2003-06-21
Given that process consultation assumes that organizational leaders know their organizations best and are the most appropriate and capable managers of change, it makes sense that organizational leaders understand group processes. Schein emphasizes that diagnosing an organization's problems is intervening to fix them. He provides explanations of the circumstances when process consultation is most necessary. He advises leaders that more time must be spent intervening on how things get done than on what actually needs to get done. "An effective manager must be able to create situations that will ensure that good decisions are made, without making those decisions himself and without even knowing ahead of time what he might do if he had to make the decision alone." (p.39)
Schein provides a useful model for differentiating between the content, process, and structure of organizational challenges and the task and interpersonal aspects of those challenges. He advises that process should always be favored over content; that task aspects should always be favored over the interpersonal; and that structure, while potentially the most transformative element of change, is the most difficult area to address, because people will resist tampering with the comfort structure provides. He also provides explanations on the essential challenges relevant to content and process that every group must face. The lesson he offers for leaders and consultants is that whatever is done to solve a problem must begin with a clarification of the primary task of the group.
Schein devotes considerable space to explaining the ORJI model of intrapsychic processes. (We observe, we react - emotionally, we judge based on our observations and feelings, and we intervene to make something happen.) "The most important thing for managers or consultants to understand is what goes on inside their own heads." (p.63) The trap of ORJI is MIRI, i.e., that we misperceive, inappropriately react, react rationally based on bad data, and intervene incorrectly. To avoid the MIRI trap, we must check our cultural assumptions, our personal filters (see volume I), and our situational expectations based on previous experiences. Schein also provides a clear synthesis of the unfreezing, changing, refreezing model of change and improvement. In unfreezing, the motivation and readiness for change are developed; in changing, new points of view are adopted; and in refreezing, new points of view are integrated to affect changes in the process approaches to tasks.
Schein devotes most of the latter half of his book to explanations and analyses of intervention processes. He discusses the "exploratory", "diagnostic", "action alternative", and "confrontive" models of intervening, how they might initiated and when one might use each. "...The tactics of intervention should focus initially on exploration, inquiry, and diagnosis. Only when the consultant feels that the client is ready to think about alternative next steps is it appropriate to move to action alternatives and confrontive interventions." (p.157) Schein also provides specific kinds of interventions which might fall into any one of these four basic categories of intervention.
This volume, taken with the first, provide not only a clear theoretical framework for understanding organizational change, but also useful tools and approaches for pre-empting organizational roadblocks and addressing organizational dilemmas once they've appeared. These books are essential reading for any leader or consultant.
Process Consultation Volume II ReviewReview Date: 2003-06-21
Given that process consultation assumes that organizational leaders know their organizations best and are the most appropriate and capable managers of change, it makes sense that organizational leaders understand group processes. Schein emphasizes that diagnosing an organization's problems is intervening to fix them. He provides explanations of the circumstances when process consultation is most necessary. He advises leaders that more time must be spent intervening on how things get done than on what actually needs to get done. "An effective manager must be able to create situations that will ensure that good decisions are made, without making those decisions himself and without even knowing ahead of time what he might do if he had to make the decision alone." (p.39)
Schein provides a useful model for differentiating between the content, process, and structure of organizational challenges and the task and interpersonal aspects of those challenges. He advises that process should always be favored over content; that task aspects should always be favored over the interpersonal; and that structure, while potentially the most transformative element of change, is the most difficult area to address, because people will resist tampering with the comfort structure provides. He also provides explanations on the essential challenges relevant to content and process that every group must face. The lesson he offers for leaders and consultants is that whatever is done to solve a problem must begin with a clarification of the primary task of the group.
Schein devotes considerable space to explaining the ORJI model of intrapsychic processes. (We observe, we react - emotionally, we judge based on our observations and feelings, and we intervene to make something happen.) "The most important thing for managers or consultants to understand is what goes on inside their own heads." (p.63) The trap of ORJI is MIRI, i.e., that we misperceive, inappropriately react, react rationally based on bad data, and intervene incorrectly. To avoid the MIRI trap, we must check our cultural assumptions, our personal filters (see volume I), and our situational expectations based on previous experiences. Schein also provides a clear synthesis of the unfreezing, changing, refreezing model of change and improvement. In unfreezing, the motivation and readiness for change are developed; in changing, new points of view are adopted; and in refreezing, new points of view are integrated to affect changes in the process approaches to tasks.
Schein devotes most of the latter half of his book to explanations and analyses of intervention processes. He discusses the "exploratory", "diagnostic", "action alternative", and "confrontive" models of intervening, how they might initiated and when one might use each. "...The tactics of intervention should focus initially on exploration, inquiry, and diagnosis. Only when the consultant feels that the client is ready to think about alternative next steps is it appropriate to move to action alternatives and confrontive interventions." (p.157) Schein also provides specific kinds of interventions which might fall into any one of these four basic categories of intervention.
This volume, taken with the first, provide not only a clear theoretical framework for understanding organizational change, but also useful tools and approaches for pre-empting organizational roadblocks and addressing organizational dilemmas once they've appeared. These books are essential reading for any leader or consultant.
The use of process consultation to improve organizationsReview Date: 2005-05-17
The book is split up in 3 parts. In Part I - Introduction and Overview, which consists of three chapters, Schein introduces the common grounds of managers and consultants (which is the helping orientation), process consultation, and "the process" itself. He introduces a definition of process consultation which "is a set of activities on the part of the consultant that help the client to perceive, understand, and act upon the process events that occur in the client's environment." Whereby he emphasizes that the concept of process central is to understanding consultation and management. "Process refers to how things are done rather than what is done." He continues, "Process is everywhere. In order to help, intervene, and facilitate human problem solving, one must focus on communication and interpersonal processes."
In Part II - Simplifying Models of Human Processes, which also consists of three chapters, Schein examines several models of consultation and argues that the process-consultation model works for consultants as interveners and is potentially most useful for managers. "The most important thing for managers or consultants to understand is what goes on inside their own heads." He introduces the basic ORJI cycle, which is based on the fact that our nervous system observes (O), reacts (R), analyzes, processes, and make judgments (J), and intervenes in order to make something happen (I). He later updates this cycle into a more realistic depiction of the ORJI cycle, through the introduction of 4 traps. Schein than states that the cultural rules of interaction is possibly the most powerful determinant whether a viable helping relationship will be established. In the final chapter of this part, he examines in detail a simplified model of the change process: (1) Unfreezing; (2) changing; and (3) refreezing.
In the final part of the book - The Consulting Process in Action, which is also the longest part of the book with five chapters, the author examines in detail the strategy and tactics of intervention. "The most important point to be made about clients is that the consultant must always be clear who the client is at any given moment in time, and must distinguish clearly among contact, intermediate, primary, and ultimate client." Schein discusses what the consultant or manager can actually say or do to accomplish some of the goals of process consultation. "The strategy and tactics of intervention have to be guided by the ultimate assumptions underlying the helping process." In addition, he provides categories of types of interventions and discusses the possible dilemmas that can arise in the consultation processes. "The skill of intervening is to be so tuned in to what is going on that one's sense of timing and appropriateness is based on the external events, not one's internal assumptions or theories."
Yes, this is a good book on process consultation. I was somewhat concerned when I started reading this book, due to Schein's highly academical background. However, the book has been a revelation. It is highly practical and has good tips on which can be put in practical use. I believe that it useful for both consultants and managers, as the author set out from the start. I believe that the three parts can be read in any order, whereby the last part is possibly the most useful as it is the most practical. Please note that the writing style is now somewhat outdated and academical. Highly recommended to consultants and managers alike.
Process ConsultationReview Date: 2003-06-21
Schein differentiates process consultation from other forms of consultation by first making clear the role of the process consultant, who is not an expert providing information or advice, but rather a coach who seeks to help a client understand and act on events, which happen in the client's organization. Consulting is helping the client to understand problems and to decide how to solve them. The consultant's role is to teach diagnostic and problem-solving skills, not to work on the actual problems.
Communication is a central group process critical for effective functioning of groups and organizations. The process-consultant can help a client understand the communication patterns in a group by assessing who talks whom and how much. Interruptions, who interrupts whom, how much and when can be useful information when attempting to diagnose an organization's shortcomings. Schein includes in this chapter an explanation of the filters, which inhibit or enhance an individual's capacity to communicate effectively. They are: self-image, the image of other people, the definition of the situation, motives, feelings, intentions, attitudes, and expectations. When groups come together to accomplish a goal, certain predictable tensions may undermine the groups ability to solve problems. Individuals in the group may be concerned with their own role in the group, their ability or expectation to influence the group, the need to have the group's goals connect with their own goals, or whether they will be accepted and respected in the group. Sometimes groups need assistance in identifying and processing these tensions before they can concern themselves with the necessary task and maintenance functions required to accomplish their task.
For groups to solve problems they must become good at problem formulation, evaluating solutions, forecasting consequences and testing proposals, action planning, implementing action steps, and evaluating outcomes. Schein offers sage advice for groups wishing to develop their capacity to improve: (1) Don't confuse the symptom with the problem itself (2) Don't evaluate courses of action prematurely - remain open (3) Test proposals using multiple sources and methods, and (4) Plan for action carefully and methodically. Schein offers clear explanations of various decision-making models, which are helpful for a consultant or leader to understand. Groups will function most effectively when the decision-making model is clear and understood. Often models are employed by default, which can alienate and undermine group members and subvert effective improvement efforts. A central failure of leadership is often the gap between what leaders say and how they behave. An effective leaders and process consultants need to become experts in this problem and its potential effects. Awareness of group processes will not only help the leader avoid interpersonal or intergroup problems, but it will also help solve them should they arise. Schein includes useful sets of Likert scales to rate group effectiveness and mature group processes; a model of the stages of group problem-solving; and a continuum of leadership behavior.
Schein's view of the process consultant as a capacity builder parallels his implicit view that organizational leaders need to understand and seek patterns of behavior that downplay coercion and expertise and emphasize participation and differentiated responsibility. This volume and its partner, despite their ages, are still relevant and useful to the leader or consultant.

Pumpkin Heads! Review Date: 2007-10-13
My boys love Pumpkin Heads!Review Date: 2007-10-04
Amazing illustrations!Review Date: 2004-09-30
Simple pleasureReview Date: 2003-09-24
Cool PumpkinsReview Date: 2001-04-11

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Great when working with kidsReview Date: 2008-04-18
very goodReview Date: 2008-02-08
~
I am the author of another:
One Boy's Struggle: A Memoir: Surviving Life with Undiagnosed ADD
Bryan
Great for kids!Review Date: 2007-12-12
Great ideasReview Date: 2005-08-08
Indispensible Resource For Those Dealing with AD(H)D StudentReview Date: 2000-04-08

Used price: $46.06

Astonishing!!!!!!!!!!!!!!!!!!!!Review Date: 2008-01-30
Share the wuvReview Date: 2008-01-29
genius geekReview Date: 2008-01-30
please wuv me: more art of mitch o'connellReview Date: 2008-01-26
Pwease Weevu MeReview Date: 2008-01-25
So it is refreshing to see so much spirit in his work. His paintings and drawings are a raunchy blend of traditional cartooning, graphic design and advertising art that at times can be an overload to the senses.
Related Subjects: Orwell, George Oates, Stephen B. O'Brien, Fitz-James Owen, Wilfred Ostriker, Alicia O'Brien, Tim Orczy, Emmuska O'Connor, Flannery Olds, Sharon Ozick, Cynthia O'Hara, Frank Orlovsky, Peter Orr, Gregory O'Brian, Patrick Olson, Charles Oe, Kenzaburo Olmsted, Marc Omar Khayyam Olesha, Yuri Karlovich Owens, Rochelle O'Flaherty, Liam Olsen, Tillie O'Siadhail, Micheal O'Connor, Barbara
More Pages: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249 250
Not only are the characters of the people and land portrayed in beautiful, lyrical writing; the spirit of Wales becomes very nearly tangible in this great novel. This work is replete with local superstitions, myths, and legends; giving the reader a clear insight into the heart and mind of a nation.