Charles Collins has arrived. Those fortunate enough to own a piece of Collins Art in their collection know. His work is featured in some very prestigious museums, and homes. The museum of New Mexico, Millicent Rodgers Museum, Harwood Museum and the Guthrie Center are public facilities that showcase some of his work. With thousands of private collectors who support the timeless, and unmistakable works of Charles Collins. Many international collectors such as Neil Young, David Bromburg, Joan Baez, KD Lang, Dwight Yocum, Pierce Brosnan, Paul Horn, Michael Martin Murphy, Jeffery Jones, Arlo Guthrie, and many other share in Collins vision. Legendary folk singer Arlo Guthrie commissioned Collins to do the cover art for "Son of the Wind" He was also the inaugural artist for the Guthrie Center. Michael Martin Murphy commissioned art from Collins for his album "River Of Time". He is honored by fellow artist who support is work and his vision for God In The Arts Foundation. Collins is truly one of the most important artist to call New Mexico home. With a Day named in his honor in the State of New Mexico it is obvious New Mexico is as proud of him as he is of it. The many awards Collins has received for his work have made him the "Most Awarded Artist in the History of the Taos Art Festival”. We all look forward to what Charles Collins will have to share with us next.
The Living Soul is the story of the life of Charles Collins; a man who overcame the challenges of growing up poor to join the US Army and serve his country in Viet Nam, marry, complete a Civil Service career, and ultimately found his way to a close relationship with God. This book also includes many of his original poems.
This Graphic Novel examines “gang life.” It depicts the troubled relationships between man and community, man and God, and man within himself. Through this tale we see struggles between negative and positive choices. It is this external process, seeing through others’ eyes, that we too can deal openly and honestly with our fears, suspicions and prejudices. It is the tragic story of Mad City Posse (MCP). It is a look at the gang life of drugs, violence and justice, a world tainted with anger and hate. When Quentin Holmes (aka Q) the brother of founding member, Oscar Holmes of the gang is murdered, MCP must either choose to seek revenge or peace. MCP decisions have life-altering repercussions.
Collins, Charles Wallace. The Fourteenth Amendment and the States: A Study of the Operation of the Restraint Clauses of Section One of the Fourteenth Amendment to the Constitution of the United States. Boston: Little, Brown, and Company, 1912. xxi, 220 pp. includes tables and diagrams. Reprint available December 2004 by The Lawbook Exchange, Ltd. ISBN 1-58477-463-0. Cloth. $85. * Collins examines the origins of the amendment and the way its scope was enlarged over time. He argues that it has failed to protect African-Americans, and that its application in extra-racial matters has led to excessive litigation and harmful restrictions on the states. "This book is interesting throughout; but perhaps the most striking parts are those in which the author gives the figures as to the number of cases, their nature, and their geographical distribution.": Harvard Law Review 26:664-665 cited in Marke, A Catalogue of the Law Collection at New York University (1953) 408.
Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom. Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4. Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.
The new question Ten years after the worldwide bestseller Good to Great, Jim Collins returns with another groundbreaking work, this time to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times. The new study Great by Choice distinguishes itself from Collins’s prior work by its focus not just on performance, but also on the type of unstable environments faced by leaders today. With a team of more than twenty researchers, Collins and Hansen studied companies that rose to greatness—beating their industry indexes by a minimum of ten times over fifteen years—in environments characterized by big forces and rapid shifts that leaders could not predict or control. The research team then contrasted these “10X companies” to a carefully selected set of comparison companies that failed to achieve greatness in similarly extreme environments. The new findings The study results were full of provocative surprises. Such as: The best leaders were not more risk taking, more visionary, and more creative than the comparisons; they were more disciplined, more empirical, and more paranoid. Innovation by itself turns out not to be the trump card in a chaotic and uncertain world; more important is the ability to scale innovation, to blend creativity with discipline. Following the belief that leading in a “fast world” always requires “fast decisions” and “fast action” is a good way to get killed. The great companies changed less in reaction to a radically changing world than the comparison companies. The authors challenge conventional wisdom with thought-provoking, sticky, and supremely practical concepts. They include: 10Xers; the 20 Mile March; Fire Bullets, Then Cannonballs; Leading above the Death Line; Zoom Out, Then Zoom In; and the SMaC Recipe. Finally, in the last chapter, Collins and Hansen present their most provocative and original analysis: defining, quantifying, and studying the role of luck. The great companies and the leaders who built them were not luckier than the comparisons, but they did get a higher Return on Luck. This book is classic Collins: contrarian, data-driven, and uplifting. He and Hansen show convincingly that, even in a chaotic and uncertain world, greatness happens by choice, not chance.
This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
What Happened a Fiction The story is a drama, mystery, and a suspense novel. The storyline is about a family which owns a "Used Furniture and Appliances" business. The husband (Pa) neglects his wife emotions and pursues his business. The husband accuses the son (Johnny) for having a sexual affair with his mother (Bessie). The mother dies of being an alcoholic. The son moves away to live with his best friend, Razz. The daughter (Lisa Ann) gets pregnant by the son's best friend. Other friends of the family (Benfields) become foster parents to the daughter and baby. The friend's husband dies of injuries received in World War II. A civil rights struggle ensues and the best friend gets killed. The daughter's best friend (Betty Jo) whom she knew from school knows too much. The town of Middleton, Mississippi, segregates and despises colored people. Old man Coolidge is the ringleader of hatred between the coloreds and whites. The law enforcement helps to defray integration. Henry Bolton (Pa) stands on the sidelines. He meets and marries his daughter's best friend's mother, Wendy, his soul mate. The son disappears and never being heard from again.
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
Thank you for visiting our website. Would you like to provide feedback on how we could improve your experience?
This site does not use any third party cookies with one exception — it uses cookies from Google to deliver its services and to analyze traffic.Learn More.