Not all prime ministers are equal. Not remotely – which is why books taking one prime minister after the other can only ever tell a partial story. In this chapter, we consider the other seven (after Walpole and Pitt the Younger) who defined the office as ‘agenda changers’. They are the creators of the (still evolving) office of prime minister. All nine – two in the eighteenth century, three in the nineteenth, and four in the twentieth – carved out what the office of prime minister means, and shaped the office in their own image. After these ‘agenda changers’ ceased to be prime minister, their successors over the years that followed either tried to be like them, or tried deliberately to distance themselves from them: but none could escape their long shadow. They took advantage of wide-ranging historical or consensus change and moulded the office and country to their will.

This chapter discusses two main aspects of the Role and Reference Grammar (RRG) conception of the architecture of grammar: the view that grammatical relations are construction-specific, rather than being global categories of a language and being found in every language, and the function of grammatical relations in referent tracking, which was a major insight in the development (and naming) of the framework. These two aspects of RRG syntax have significantly influenced linguistic theory beyond the RRG framework.

Entrepreneurship is a process that applies to all types and sizes of tribal organizations. This chapter reviews steps in the process of preparing an idea for implementation. In its simplest version, this entails creating an idea, testing that idea with buyers, and making adaptive changes to the idea as it evolves. By focusing on the concept of “value creation,” an entrepreneur ensures that new products and services are not only feasible to create, but also have a market of potential buyers. Validating new products and services with potential buyers before large sums are invested (being “lean”) helps to reduce some of the financial risk inherent in new ventures. Native American entrepreneurs often use their cultural identity as the basis of their business model. Business models and strategies specific to American Indian entrepreneurs are discussed.

There is a proliferation of methods of point estimation other than ML. First, MLEs may not have an explicit formula and may be computationally more demanding than alternatives. Second, MLEs typically require the specification of a distribution. Third, optimization of criteria other than the likelihood may have some justification. The first argument has become less relevant with the advent of fast computers, and the alternative estimators based on it usually entail a loss of optimality properties. The second can be countered to some extent with large-sample invariance arguments or with the nonparametric MLE and empirical likelihood seen earlier. However, the third reason can be more fundamental.This chapter presents a selection of four common methods of point estimation, addressing the reasons outlined earlier, to varying degrees: method of moments, least squares, nonparametric (density and regression), and Bayesian estimation methods. In addition to these reasons for alternative estimators, point estimation itself may not be the most informative way to summarize what the data indicate about the parameters. Therefore, the chapter also introduces interval estimation and its multivariate generalization, a topic that leads quite naturally to the subject matter of Chapter 14.