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"John Tishman is a true pioneer in the Construction Management industry. Through his CM leadership, some of America's most well-known buildings have been brought to successful completion."
---Bruce D'Agostino, president and chief executive, Construction Management Association of America

"Building Tall will provide readers with insights into John Tishman's career as a visionary engineer, landmark builder, and great businessman. Responsible for some of the construction world's most magnificent projects, John is one of the preeminent alumni in the history of Michigan Engineering. His perspectives have helped me throughout my time as dean, and his impact will influence generations of Construction Management professionals and students."
---David C. Munson, Jr., Robert J. Vlasic Dean of Engineering, University of Michigan
 
In this memoir, University of Michigan graduate John L. Tishman recounts the experiences and rationale that led him to create the entirely new profession now recognized and practiced as Construction Management. It evolved from his work as the construction lead of the "owner/builder" firm Tishman Realty and Construction, and his personal role as hands-on Construction Manager in the building of an astonishing array of what were at the time the world's tallest and most complex projects.  These include

• The world's first three 100-story towers---the original "twin towers" of the   World Trade Center in Manhattan and the Hancock Tower in Chicago.              
• The Epcot Center at Disney World.
• The Renaissance Center in Detroit.
• New York's Madison Square Garden.

Tishman interweaves the stories behind the construction of these and many other important buildings and projects with personal reminiscences of his dealings with Henry Ford, Jr., Disney's Michael Eisner, casino magnate Steve Wynn, and many others into a practical history of the field of Construction Management, which he pioneered.

This book will be of interest not only to a general public interested in the stories and personalities behind many of the most iconic construction projects of the post–World War II period in the United States but to students of engineering and architecture and members of the new field of Construction Management.

The fundamental assertion of this book is that population health improvement will not be achieved until appropriate financial incentives are designed for this outcome.This one sentence summarizes the message of David Kindig’s book, which directly addresses the current turbulence in health care and the lack of focus on value for all public and private investments to improve health. This proposal for a new health outcome purchasing standard is derived from Dr. Kindig’s training as a physician and his experience in public and private health care management. While intended to address the cost, quality, and access goals of the failed federal reform effort of 1994, it envisions using health outcomes as a public- and private-sector purchasing standard for medical care as well as other health-promoting sectors such as educationand the environment.In language accessible to public and corporate policymakers, Kindig summarizes the vast technical literature in the areas of health outcomes and quality measurement, the determinants of health, health economics, rationing, and vertical integration. Drawing from the literature familiar to faculty and students in the health professions and business, this book will serve to inform a lay readership concerned about health care quality and expenditures.While based on research evidence, the final two chapters, “Making It Happen” and “The Case for Action, the Price of Inertia” outline how the ideas in this book can actually be put to work for the health and benefit of all in the twenty-first century.