One of the most anticipated experiences in every bride-to-be’s wedding planning is choosing her bouquet. However, when faced with the real-life sea of styles and flowers, a bride-to-be may soon become overwhelmed. To Have & To Hold offers more than 150 unique bouquets, pictured in 200 luminous photographs, that incorporate scores of seasonal flowers both familiar and exotic, as well as flowering branches, pinecones, leaves, feathers, family lace—even fruits and herbs—to guide her in her decision.

David Stark and Avi Adler escort the bride-to-be through today’s maze of flowers and bouquet styles, identifying the indispensable basics: Labels and deconstructed bouquets name every flower. Lists of flowers available by season and by price help narrow the choices based on when the wedding will take place and what the budget is. Also included are practical details such as how to care for flowers, how to make your own stunning and cost-effective bouquet, how to hold the bouquet and then how to preserve it, and how to tie in boutonnieres, bridesmaids’ bouquets, and flower girls’ baskets. In addition, the authors’ personal anecdotes offer sage advice on bouquet do’s and don’ts.

To Have & To Hold has a bouquet to strike any fancy for every kind of wedding day....

What counts? In work, as in other areas of life, it is not always clear what standards we are being judged by or how our worth is being determined. This can be disorienting and disconcerting. Because of this, many organizations devote considerable resources to limiting and clarifying the logics used for evaluating worth. But as David Stark argues, firms would often be better off, especially in managing change, if they allowed multiple logics of worth and did not necessarily discourage uncertainty. In fact, in many cases multiple orders of worth are unavoidable, so organizations and firms should learn to harness the benefits of such "heterarchy" rather than seeking to purge it. Stark makes this argument with ethnographic case studies of three companies attempting to cope with rapid change: a machine-tool company in late and postcommunist Hungary, a new-media startup in New York during and after the collapse of the Internet bubble, and a Wall Street investment bank whose trading room was destroyed on 9/11. In each case, the friction of competing criteria of worth promoted an organizational reflexivity that made it easier for the company to change and deal with market uncertainty. Drawing on John Dewey's notion that "perplexing situations" provide opportunities for innovative inquiry, Stark argues that the dissonance of diverse principles can lead to discovery.

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