BBQ is such an important part of African American history, and no one is better at BBQ than Rodney.--Marcus Samuelsson, chef and restaurateur

ONE OF THE BEST COOKBOOKS OF THE YEAR: The New York Times, The Washington Post, Time Out, Food52, Taste of Home, Garden & Gun, Epicurious, Vice, Salon, Southern Living, Wired, Library Journal

Rodney Scott was born with barbecue in his blood. He cooked his first whole hog, a specialty of South Carolina barbecue, when he was just eleven years old. At the time, he was cooking at Scott's Bar-B-Q, his family's barbecue spot in Hemingway, South Carolina. Now, four decades later, he owns one of the country's most awarded and talked-about barbecue joints, Rodney Scott's Whole Hog BBQ in Charleston.

In this cookbook, co-written by award-winning writer Lolis Eric Elie, Rodney spills what makes his pit-smoked turkey, barbecued spare ribs, smoked chicken wings, hush puppies, Ella's Banana Puddin', and award-winning whole hog so special. Moreover, his recipes make it possible to achieve these special flavors yourself, whether you're a barbecue pro or a novice. From the ins and outs of building your own pit to poignant essays on South Carolinian foodways and traditions, this stunningly photographed cookbook is the ultimate barbecue reference. It is also a powerful work of storytelling. In this modern American success story, Rodney details how he made his way from the small town where he worked for his father in the tobacco fields and in the smokehouse, to the sacrifices he made to grow his family's business, and the tough decisions he made to venture out on his own in Charleston.

Rodney Scott's World of BBQ is an uplifting story that speaks to how hope, hard work, and a whole lot of optimism built a rich celebration of his heritage--and of unforgettable barbecue.

New Zealand's deceptively simple but effective program to improve public services

New Zealand has long been considered at the forefront of public administration, experimenting with new ways of organizing and delivering public services. Even so, successive New Zealand governments had mixed results from using traditional public management tools to lift the performance of the public service and address persistent problems that required multi-agency action.

In 2012 the government decided to try something different. As part of a reform package called Better Public Services, the government challenged the public service to organize itself around achieving just ten results that had proven resistant to previous interventions. The plan was deceptively simple: set ambitious targets and publicly report on progress every six months; hold small groups of public managers collectively responsible; use lead indicators; and learn from both success and failure.

This book explores how and why the New Zealand government made progress and how the program was able to create and sustain the commitment of public servants and unleash the creativity of public entrepreneurs.

The authors combine case studies based on the experience of people involved in the change, together with public management research. They explain how ambitious targets and public accountability were used as levers to overcome the bureaucratic barriers that impeded public service delivery, and how data, evidence, and innovation were used to change practice. New Zealand experimented, failed, succeeded, and learned from the experience over five years. This New Zealand experience demonstrates that interagency performance targets are a potentially powerful tool for fostering better public services and thus improving social outcomes.

This book describes the cognitive and interpersonal effects of group model building, and presents empirical research on what group model building achieves and how. Further, it proposes an integrated causal mechanism for the effects on participants. There have been multiple previous attempts at explaining the effects of group model building on participants, and this book integrates these various theories for the first time.

The causal mechanisms described here suggest a variety of design elements that should be included in group model building practice. For example, practitioners typically try to reduce complexity for clients, to make the process feel more accessible. In contrast, the findings presented here suggest that the very act of muddling through complexity increases participants' affective commitment to the group and the decisions made.

The book also describes implications for theory and practice. System dynamics has traditionally been interested in using technical modeling processes to make policy recommendations. Group model building demonstrates that these same techniques also have implications for group decision making as a method for negotiating agreement. The book argues for the value of group model building as a mediating or negotiating tool, rather than merely a positivist tool for technical problems.

This book provides an up-to-date account of New Zealand public administration, including insider stories of leading reform.

Hailed for its distinctiveness and high performance, New Zealand's radical public service reforms of the 1980s were studied, praised, criticised, and emulated around the world.

However, New Zealand has not stood still. The 80s model had tremendous strengths, reducing some problems but also creating new problems and exacerbating others. More recent reforms layered cultural and behavioural approaches on top of earlier changes.

This book, co-authored by the former head of the New Zealand public service, describes decades of change, what worked, what didn't, and what challenges remain.