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Cassandra was the Trojan woman whom Apollo gave the gift of prophesy-and the curse of never being believed. Yegor Gaidar sees that Russia's future depends crucially on coming to grips with its past, but present events make it clear that his prophesies, like Cassandra's, fall on deaf ears.

In his new book, Collapse of an Empire, Gaidar has a pressing purpose: to alert Russians-and the world-to the dangers denying the real reasons behind the collapse of the USSR. Gaidar has a strong historical sense (which is often absent among economists, alas), and from his understanding of history (most notably, of Weimar Germany and post-Hapsburg Austria-Hungary), he knows that imperial collapse can be disorienting and dispiriting to the empire's subjects, even if the empire brutally repressed them. He also knows that demagogues and revanchists can exploit this disorientation and depression to achieve power. Those suffering from post-empire depression are very susceptible to demagogic myths that imperial glory was destroyed by "stabs in the back" from enemies foreign and domestic, and that restoration of this glory requires the people to unite behind an authoritarian leader who will ruthlessly pursue traitors at home and take revenge on foreign foes.

But he foresees that this is ultimately the road to disaster:

The legend of a flourishing and mighty country destroyed by foreign enemies is a myth dangerous to the country's future. . . . This is the picture that dominates Russian public opinion: (1) twenty years ago there existed a stable, developing and powerful country, the Soviet Union; (2) strange people (perhaps agents of foreign intelligence services) started political and economic reforms within it; (3) the results of these reforms were catastrophic; (4) in 1999-2000 people came to power who were concerned with the country's state interests; (5) life became better after that. This myth is as far from the truth as the one of an unconquerable and loyal Germany that was popular among the Germany that was popular among the Germans in the late 1920s and 1930s.

The goal of this book is to show that picture does not correspond to reality. Believing that myth is dangerous for the country and the world.

As an aside, I can speak to the ubiquity and power of this myth. I have had a couple of Russian students in the United States. Both were intelligent and worldly. One had lived in the United States for 10 years. Both were going to business schools. And each believed that Gorbachev and Yeltsin were American agents, and that the collapse of the USSR was a CIA plot. The first time I heard this I was surprised, but thought it was an aberration. The second time I heard it I was stunned.

But back to Collapse of an Empire. Gaidar's basic thesis is that the economic-and hence political-collapse of the USSR was inevitable:

[The collapse of the USSR] was preordained by the fundamental characteristics of the Soviet economy and political system: the institutions formed in the late 1920s and early 1930s were too rigid and did not permit the country to adapt to the challenges of world development in the late 20th century. The legacy of socialist industrialization, the anomalous defense load, the extreme crisis in agriculture, and the noncompetitive manufacturing sector made the fall of the regime inevitable. In the 1970s and early 1980s these problems could have been managed if oil prices had been high. But that was not a dependable foundation for preserving the last empire.

Gaidar recounts the chronology of collapse in excruciating detail; too much detail at times for my taste, but a choice that Gaidar defends as necessary to overcome the power of the myth.

Gaidar shows that agriculture was the Achilles heel of the Soviet system. Stalin ruthlessly exploited agriculture to fund industrial development. This worked for awhile, but only served to demonstrate that supply curves are much more elastic in the long run than the short run. In the short run, peasants could be forced to turn over the bulk of their harvest in exchange for a pittance. In the long run, however, the attempt to extract surplus from the countryside and the necessity of attracting labor to manufacturing and megaprojects led to a flow of the best and most productive labor out of agriculture and into industry. Soviet agriculture became progressively less efficient as a result. Combine this with assorted insanities, like the virgin lands program, and what was once the world's breadbasket became a farming basketcase.

Forced to import larger and larger quantities of food, but non-competitive in the production of machinery or other manufactured goods, the USSR relied on the export of oil to pay for it. With increasing oil output from rich western Siberian fields, and spiraling prices (courtesy of OPEC and declining US production), for a time the USSR was able to overcome the creeping weakness of its agriculture sector, and even go on an aggressive military and political offensive that spanned the globe. But soon declining oil production (attributable to extremely inefficient Soviet practices) and plummeting prices (courtesy of growing non-OPEC output, burgeoning Saudi production, and more efficient consumption of energy in the West) conspired to create an acute fiscal crisis in the USSR.

Gaidar chronicles the results of this crisis, and the government's (and Party's) incompetence in dealing with it. The rigidity of a centrally planned system, the rudimentary nature of the financial system, the acute political constraints facing the country's leadership, and the geronocratic nature of that leadership, made it impossible to respond. Things spiraled out of control. Price controls prevented smooth adjustment to external shocks. Fear of political unrest prevented the leadership from lifting the controls. Faced with incredible strains on the budget, the government ran the printing press overtime. Partial "reform" measures, and improvident policy choices (such as the anti-alcohol campaign that deprived the government of a large share of its domestic revenues), only made things worse. In the end, everything came tumbling down.

Gaidar's narrative is compelling. To a Chicago-trained economist, it is almost axiomatic that socialist system that suppresses and distorts almost every market signal; deprives individuals of the ability to make coherent economic choices; and resorts to force in an attempt to make its irrational system work; will fail in the end.

To the Russians who grew up in the system, or who grew up in the aftermath of its collapse, alas, it is not so obvious. As Gaidar notes, the fall of an empire seems anything but common sense to those that lived it. Putin and the siloviki are exploiting this to the hilt, and are perpetrating the myth that the collapse of the Soviet Union, and the economic and social chaos that followed this collapse was not due to the inherent defects of the Soviet economic system, but instead resulted from malign external forces. The recent "elections" indicate that large swaths of the Russian populace have fallen for this myth hook, line, and sinker.

So for the present, anyways, Gaidar is doomed to play the role of Cassandra, prophesying that disaster will follow Putin's Plan, but cursed to be disbelieved and ignored. Putin and the siloviki, like the Bourbons, have learned nothing and forgotten nothing. They have not learned from what destroyed the Soviet Union, but have not forgotten that the Soviet Union was once a colossus before which the world trembled. They want to restore this colossus (admittedly, and happily, without all the totalitarian baggage), and are pursuing this goal relentlessly.

I believe that Gaidar is right that down this path lies ruin. I fear, however, that Russia will have to find this out the hard way. So Yegor Gaidar is a prophet without honor in his own country, among his own kin, and in his own house. But I believe he is a prophet nonetheless. And I heartily recommend that you read his excellent book.

Yegor Gaidar's Collapse of an Empire is an insider's view of the causes and events that led to the collapse of the Soviet Union in 1991. The author is has a fascinating and improbable background. He served as acting Prime Minister, First Deputy Prime Minister, and Economics Minister of Russia under Boris Yeltsin in the early 1990s but is an academic economist rather than a politician or bureaucrat. He received his PhD in economics under the Soviet educational system but, somehow, developed a solid understanding of economics of free markets. In Collapse of an Empire, Gaidar offers his historical and economic perspective on the Soviet collapse as a lesson and caution for today's Russia. It is as close to a definitive work on the Soviet collapse as I have yet read.

Gaidar starts with two general observations, one on empires and one on oil, and then proceeds to describe the Soviet Collapse.

Empires

Empires come in two flavors: Overseas empires (British, French, Dutch) and territorially contiguous empires (Austria-Hungary, Tsarist Russia, Ottoman Turkey, Soviet Union, and, on a smaller scale, Yugoslavia). Of these two types, the overseas empires are the easier to dismantle: The imperial power can simply declare the former colonies free and, possibly, repatriate a limited number of colonists with a claim to citizenship in the mother country. In territorial empires, diverse ethnic, cultural, linguistic, and religious groups usually reside in close proximity to each other and often have longstanding conflicts over rights to land and under the law. Abolishing a territorial empire leaves all these conflicts in place, ready to boil over as soon as imperial control has been lifted. Members of the formerly dominant ethnic group may even find themselves a minority in one of the successor states and subject to the rule of one of their formerly subject people. Many of the troubled areas of the world today (Balkans, Middle East) are parts of former territorial empires where population segments have not succeeded in making peace with their neighbors.

Oil

Countries with significant natural resources, especially oil, have generally not been on the forefront of democracy or economic liberalism. Gaidar attributes this phenomenon to the steady stream of revenues the sale of oil provides the ruling party. Secured by this source of income, the government has no need to reach an accommodation with its people that gives them a voice in how they are governed. In exchange, the tax burden on the population often remains very light. The western democracies grew out of accommodations that essentially gave the people a voice in how their countries were governed in exchange for their acceptance of the government's imposition of taxes.

Soviet Collapse

Prior to WWI, Russia was one of the largest grain exporters in the world. In the West, industrialization followed the production of an agricultural surplus which released excess farm labor for industrial employment. Russia followed a different path after the Bolshevik revolution. Rather than building an agricultural surplus, Lenin and Stalin seized the grain and other agricultural products of the countryside to feed the urban and industrial populations. Simultaneously, they reallocated labor from agriculture to industry to support their goal of rapid industrialization. The result was an economic and human disaster. Soviet agriculture never recovered, never produced a sustained surplus, and the country became dependent on imported grain. (See Robert Conquest's Harvest of Sorrow for details). By the 1970s, the Soviet Union was the world's largest grain importer.

At that time (the 1970s), the Soviets were able to pay for their grain imports by exporting oil. This was the time of high oil prices and the Arab embargo on oil exports to the US. Grain prices were low, so Soviet trade balanced nicely: Expensive exports, inexpensive imports.

In 1979, the Soviets invaded Afghanistan and Ayatollah Khomeini overthrew the Shah of Iran. These events led the Saudis to become concerned about a Soviet drive to the Persian Gulf and a threat to their kingdom. To counter this perceived threat, in the mid 1980s the Saudis greatly expanded their production and export of oil causing the world price to drop from the $30-40/bbl range to about $10/bbl. Obviously, this price change damaged the Soviet balance of trade.

At about the same time (mid 1980s), the world price of grain shot up significantly. This further damaged the Soviet trade balance.

If this wasn't enough, the volume of Soviet oil production declined in the late 1980s for two reasons. First, to generate foreign exchange, oil production had been focused on the most productive fields which were exploited at a rate that was harmful to the long-term productivity of the fields. Second, the reduced availability of foreign exchange and the continuing requirement to import grain led the Soviet government to reduce imports of industrial materials from the West, including equipment for oil drilling, production, and transport.

By 1989, food subsidies constituted a third of the Soviet national budget. Retail prices were fixed at artificially low levels, which was one form of subsidy. At the same time, the Soviet government was subsidizing the import and domestic production of food. The costs of producing or importing food were as much as 70% higher than the retail prices. With a net outflow of hard currency and a grossly imbalanced domestic budget, the only way to "pay" the government's bills was to print more rubles. With prices fixed by the state, the resulting inflation could only result in shortages at the retail level and a huge increase in individual "savings" since there was nothing for the population to buy with its rubles. By 1991, of 1200 officially recognized consumer goods, 1150 were not readily available.

Declining credit-worthiness drove most western commercial banks to refuse to make further loans to the Soviet government, leaving Gorbachev with only the option of begging for foreign aid from the capitalist governments. Gaidar even suggests that he made the following deal with George H. W. Bush at their Malta conference in 1989: In exchange for US financial assistance, the Soviet government will refrain from using force to maintain its control of its Eastern European satellites.

Throughout its 70+ years of existence, the mantra of the Soviet government and the Communist Party had been that The Party had a special role in the Soviet system because of its unique "wisdom", its understanding of communist economics and the Soviet man. By the late 1980s, the Russian people and even the Soviet bureaucracy knew that this was a lie. However, the inertia of the system did not allow The Party to admit it's "wisdom" had been wrong and that a major economic reform based on free markets was desperately needed.

By revealing the true history of the Soviet Union (e.g., the Molotov-Ribbentrop pact), Glasnost destroyed any lingering myth of the legitimacy of the Soviet Empire. In the end, the Empire could only be maintained by force, but the use of that force would have ended any hope for financial aid from the West.

The August 1991 coup was only the farce that followed the tragedy that constituted the history of the Soviet Union.

Professor Gaidar has done it again! He has given us another thoughtful work on Russia, yet not purely from an economic perspective- although there is lots of that in the book- but in terms of the context of history. Readers new to Gaidar would do well to get hold of his work 'State and Evolution'. This work also brilliantly examines recent of events in Russia in the context of the development of nations.

I look forward to more from this man's pen. And my sincere appreciation to the Brooking Institute for making this work available in English. Possibly, with the level of interest in such a work, its sales may not be high and Broooking may be making a financial loss. But to readers like myself, I feel a great gratitude of debt to both the author and publisher.

Buy this book and enjoy an intellectual feast! It is simply fantastic!

Business consultant Philip E. Meza has done his research on the history of entertainment technology and the growing pains that have followed each innovation. Unfortunately, his slightly muddy larger concepts sometimes fail to justify the detailed histories that support them, sometimes making the book feel sort of padded. getAbstract says you need to read it anyway, if you are a content creator or decision maker in the media, entertainment or information industries. Meza provides real value by identifying a pattern in content companies' resistance to the very changes that eventually help them. In two particularly utilitarian appendices, he surveys the technologies that are pressuring media companies and reviews the current state of U.S. copyright law. His analysis of the content industries' lame responses to technological change and his prescriptions for the future are useful and insightful.

COMING ATTRACTIONS? HOLLYWOOD, HIGH TECH AND THE FUTURE OF ENTERTAINMENT instructs media and tech companies to understand convergence, showing how Hollywood and technology can benefit from each other's focus to bolster both the entertainment industry as a whole and high tech interests. Chapters discuss the switch to digital and web formats and how this represents huge potential market opportunities for both entities, exploring the history and development of different systems of entertainment delivery and their competitive options. California libraries both business and public will find COMING ATTRACTIONS an outstanding, specific survey key to understanding long-standing issues, conflicts, and relationships between entertainment, high tech and media industries alike.

Diane C. Donovan
California Bookwatch

While this book helped me think more clearly about what I see in today's headlines, gave me tools for understanding the current convergence and to judge how companies such as Google and Viacom respond. It also helped me think about patterns in other industries where there is resistance to innovation and how early adopters can benefit. I found the history of the industry fascinating as well.

I got this book because I wanted to learn more about the changes I see taking place in entertainment, things like YouTube and watching new TV shows on iPods. The book covered this and a lot more. It provided an eye opening look at similiar intersections btw tech and entertainment in the recent past as well as a look into what the future holds. I don't work in either industry, but I found the book to be well written and easy to read (very entertaining, really!).

I am the VP of Marketing and Communications at a small company and I cannot begin to express how grateful I am for this book. With the everyday stresses I face in production, goals, co-workers, etc., it is extraordinary to have found someone that can clearly teach the Systems Thinking Approach® to strategic management who also understands the lack of time available to train upper management these days. I recommend this book to any management professional that needs to learn tips on accomplishing his or her goals and who lacks the time for more hands on training.

This book is a great resource on many, many applications of Systems Thinking" using the 50+ years of scientific research by the Society of General Systems Research--which is what makes it stand out from other books on Systems Thinking that have no research base.

These tools make it easy for someone to pick up the book, look at the Tools List and select the one you need right now. Thus, you do not have to read the entire book to find it extremely useful. It is a must to have in the Library of every executive, planner, trainer, OD professional and project management expert.

Considering that systems theory is not one of my favorite subjects, I was hesitant to read this book when my daughter recommended it. However, after briefly skimming through the prologue, I found the author to be very honest and easy to understand in his concepts. I am not much of a reader, especially on "how to" types of books, but I have found that Haines' concept of working backwards is quite useful and simple. The whole "H" or "helicopter" analogy as he likes to call it is very easy for me to understand. Being a visual learner, I finally get what people mean when they say the "whole" picture. I have yet to put his advice into practice, but if anything, I enjoyed his examples and how easy it has been for me to read this huge paperback. The first 100 or so pages are the essence or the key, so you could definitely just read those and still put the concepts to practice.

"Simplicity in Thinking" is the best way to describe this book. The subject of Systems Thinking is explained in a thorough yet simple manner. There are a lot of visuals in the book which give clear examples of the concepts. Overall, the concepts in this book have provided me with numerous ways to dramatically improve my management skills in a minimal amount of time.

I have not read this book, but I listened to an interview on Wall Street Journal This Week (podcast). It is sad that corporate and Wall Street has driven the "front line force/employees" to the ground and view employees as a commodity. However, this corporate greed, arrogance and uncaring attitude has promoted one thing - entrepreneurship. Unfortunately, entrepreneurship takes a good amount of capital, something that many employees do not have. Therefore we are stuck with the mercy of our corporate employers, while we pursue the American Dream - the welfare of our family. But that American Dream could also be that you part of, for example, the Google team.

The author of this book, Dr. Alan Downs, performed corporate downsizings for years and now explains they seldom attain the goals a company wanted.

Dr. Downs explains that, contrary to what we read, life in the workplace is deteriorating for nearly everyone. He explains that greed is the driving force behind company lay-offs and it must be checked. He advocates a new "social contract" between companies and employees.

America's businesses must begin to understand that they are often responsible for the tension in our society that invites the rampant drug use. Top-down, authoritarian, do-it-my way management defies research into human development that has been with us since 1927 when the "halo effect" was discovered. More harmony and less friction is needed between labor and management and this is what Dr. Downs writes about. He states that businesses need "rejuvination, not dismemberment. He is right!!

Many books have been written and studies have been made that show management is not as good as it is cracked up to be and it is time for change. Worker friendly institutions will only be brought about in the 21st Century by managers who know how to inspire workers. Companies who heed this advice, based on sound research will benefit across the board as will communities and the people who work in them.

Dr. Downs book reveals a hidden truth about corporate America that government officials should pay attention to, but they may not as special interest groups are at the very top of these companies that promote this "ugly truth" with large pay checks in the form of political contributions.

If you are a CEO, in high level management, a politician or a union leader, read this book and go to work on correcting this ugly corporate structure sure to play havoc within America sometime in the 21st Century.

Norman Jones, Ed.D author of Performance Management in the 21st Century

In Corporate Executions, Dr. Downs shows how the government and top executives foster top-down management practices that are helping to create unwanted and unneeded tesnion in our country. Years ago it seems that companies had the best interest of communities and employees in mind, but this book dispells that long lost attitude. To his credit, Dr. Down rebukes the downsizing, the re-engineering of companies because he participated in these tragedies and makes recommendations to increase the performance of companies without affecting the morale of people. His book should be read by every politician and every CEO and taken to heart as a measure that would make us a safer, calmer nation. The recommendations of Dr. Downs are even more important than he writes about as I believe he touches upon the attitude of big business that creates tension in our country and delivers a message to young people that the future is going to be a lot rougher on them than the past has been on people in the world of work. Dr. Down's ideas should be put into practice soon, but I fear he is going to be one of many authors who will only be able to set back and say, "See I told you so."

Alan Downs knows whereof he speaks when he details the rationale, strategies, and methodology of corporate downsizing in the 90's. His spellbinding expose is written from the standpoint of a converted "corporate reconstructionist," and he pulls no punches. He takes you behind the scenes, into boardrooms, managerial conferences, and strategy meetings, in which employees are little more than pieces of play on a game board, manipulated by corporate henchmen in an attempt to drain every last drop of profit from an undervalued workforce. Mr. Downs' insightful, caring treatment of the workers' modern day employment dillemma both comforts and informs. If nothing else, the reader leaves with a greater understanding of why he or she has been buffeted about in the economic storm that has characterized the greedy 90's. Such understanding allows the victim of a layoff to salvage an othewrwise devistated sense of self worth, knowing that they are not alone -- that the fruits of "profits before people" ideology are widespread. Corporate Executions is also recommended to the thoughtful exec who realizes that short-term profits derived from a decimated workforce are over-shadowed by negative factors engendered by trimming the sinew with the fat. Low worker morale, lost job knowledge, confusion as to job responsibilities, a general lowering of work accuracy, etc. plague workers to the detriment of the stated corporate mission and precious bottom line. Alan Downs' suggestions on how to structure a kinder, gentler, and, yes, more profitable company are well worth the read

As an ex Chief Information Officer for a fortune 500 company, I've spent many years communicating to government and industry alike, what impact we could reasonably expect from the Year 2000 Computer Date Change Problem. This is the best book I have read to date, which provides reasonable and definitive answers to one the questions I am most frequently asked regarding Y2K, "What should I do about my investments?"

Today, as a consultant and author of THE REASONABLE PERSON'S GUIDE TO Y2K, I spend my time communicating about what moderate, down-to-earth, level-headed governments and individuals can do to prepare. In that regard, I consider L. Jay Kuo's and Edward Dua's book the reasonably person's guide to investing for the Year 2000 transition. I highly recommend this book for those who believe Y2K will not be a disaster, nor will it be "business-as-usual", and that reasonable preparedness for something "in between" is warranted.

If you believe Dr. Ed Yardeni, Chief Global Economist and Global Investment Strategist for Duetsche Bank Securities, when he predicts a 70% probability that Y2K will create a global recession which could last 12 to 24 months, then this book is must reading.

What I particularly liked about this book, is that the information is usable and it is not the "don't worry, be happy" message most brokerage houses are espousing. Not only do the authors provide powerful insight into how and why you should defensively posture current investments against a Y2K induced recession, they also venture forth suggestions on how to profit from it as well. Something I have been trying to get my broker to tell me for months. Come to think of it, I highly recommend this book for stockbrokers and fund managers too.

I read an advance copy of this book. A very timely look at a problem (opportunity) that will soon be upon us. Dua hits the nail on the head when he says, "With Y2K there will be winners and losers in the investing world. Try to be one of them." Excellently written. Highly recommended for the casual or professional investor.

This book was a refreshing change from some other books that have been published on the subject of Y2K investing. Specifically, it is an extraordinarily well-researched book. It provides indepth details of possible y2k strategies and names specific stocks. Truly an outstanding effort!

Not being someone who typically reads a lot of investment guides, I was very happily astonished at how easily this book reads. L. Jay Kuo is an excellent writer, describing the background of the Y2K problem without getting too technical and obscure, and depicts the issue with extreme clarity and (dare I suggest it?) engaging wit. People from all backgrounds, from the investment-astute to the "digerati" (as Mr. Kuo puts it), to the neophytes, hesitant about investing in general but looking for some simple but straightforward insightful commentary and/or advice, will be able to get a lot out of this book. Oddly enough, it's even entertaining (!) -- Mr. Kuo is clever with his subheadings and his turn of phrase. While it is definitely not written to be "over people's heads" (as many investment guides seem to be), Mr. Kuo still manages to deliver deceptively clear prose with many witty allusions and insights, such that the book does not fall into the "pedantic trap" (as many investment guides ALSO seem to do). He explains the areas most likely to be adversely (and positively) affected by the upcoming confusion surrounding Y2K, presents really quite sound reasons for these views, and then suggests some viable approaches and at-least short term solutions so as to best protect oneself (and one's portfolio) from the inevitable chaos Y2K will present to the financial markets. Even if you never read another investment guide in your life, I recommend this one. Highly.

Phillips and Benner have edited nine narratives written on "redesigning the structures and processes of our public caregiving institutions in order to better facilitate practices of caring," (vii) an excellent resource for those in the helping professions and for those who care. The narratives are actual circumstances with real people who practice within the caring professions. The authors invite the reader to examine the narratives in terms of the practices of care illustrated by them (vii). Because the narratives are written by practitioners and theorists who are experts in their field (10), each has spoken out against the objectification and commodification of persons and practices that mask contemporary helping professions (11).
These are examples of the experts. Robert Bellah, a sociologist, argues for a rich, interpersonal world as he pleads for Americans to listen and see, by adopting an ethic of responsibility, of moral discourse, instead of control and commodification (13).
Patricia Benner, a professor of physiological nursing, advocates that, "effective caregiving requires more than intent or sentiment. It requires skill and knowledge and being in relation with others in ways that foster mutuality, empowerment, and growth" (45).
As a pastor and theology professor, Eugene H. Peterson describes the difference between genuine caring and control veiled as caring. Dr. Peterson believes that we are meant to open out toward our neighbors and open upward towards God, and that we can be whole and healthy humans only to the degree that we do this (69).
Pediatrician E. Dawn Swaby-Ellis states that "whatever the competing factions my challenge is the same: to be effective, efficient, and empathic" (84). Furthermore, she believes that caring for patients must come out of true concern and love for them (90). Her personal caring relationship with her patients was deeply validated by her exposure to the biopsychosocial model proposes by George Engel and expanded by Paul Tournie to include the spiritual dimension. Although, Dr. Swaby-Ellis praises many of her teachers, she declares the Holy Spirit to be her greatest teacher. "It is one thing to be a Christian who wishes to live a life of obedience to God by showing love to mankind. It is another thing to integrate our faith into the fabric of our being so that our actions mirror our spiritual belief" (93).
To Anna Richert, an educator, all teaching practice must help kids to grow through caring. Although there are increasing challenges and dangers educators deal with daily as they attempt to care by teaching in urban chaos, still "children need care and they also need to learn to care for one another. Ultimately they need to learn to care for themselves" (109). I agree with Richert that fundamental to teaching children to care is the fact that children "need to feel and be safe" which includes "needing to trust others, and having a sense that others believe in them" (109).

Insightful, humane, challenging, reflective, and practical are words that describe, The Crisis of Care: Affirming and Restoring Caring Practices in the Helping Professions, edited by Susan Phillips and Patricia Benner. The nine chapters followed the format of a story narrative followed by a pertinent and complimentary discourse. Phillips wrote: "Teaching, nursing, medicine, psychotherapy, and pastoral ministry are written of from the inside in terms of excellent practice" (vii). Inevitably, "care is relational, creating more than we expect and at other times showing us the limits of `helping'" (10).
Phillips' book is a positive example of how ritual and relationship can fuse to embrace the unique personhood of students, patients, clients, and parishioners; thereby, humanizing what has been viewed as merely objective clinical processes and procedures. The distinguished practitioners and scholars who contributed stories and essays are to be commended for their efforts in providing authentic care themselves and in sharing their insights.
The stories are powerful. A Holocaust descendant's anxiety is relieved because the psychotherapist heard with an inner ear, the patient's real and heretofore unexpressed need. Attention to the not said and the unseen on the part of the caregiver is of terrific value when providing care. An abortion case is reviewed with some of the multiplicity of implications that are involved. "Sammy," a six years old Amish boy, kicked by a mule, is restored to health. The preparation of a simple meal and the opportunity to learn the history of an African-American woman's family (Ambrosia Jones) helped pave a road to recovery. Death by choice in a chapter of the same name is provocative. Blake's story is about the unattractive child. It presents the compassionate value of a mother's love, and reveals a doctor's openness to in-seeing and in-hearing, and thereby some profound learning occurs. Mrs. Clark's paralysis and the visiting male nurse's ritual and relationship pastoral care story are inspiring.
The insights are powerful. Benner wrote: "If we were able to replace our disease care system with caring practices that foster illness prevention and health promotion so that clinical wisdom could be fostered from caregivers and receivers alike, we would alter dramatically how we are spending our health care dollar" (59). Eugene Peterson described the pastor's task: "Pastors identify God in the action, God in the language" (74). Peterson's challenge was to learn when to care, and not to care. The Atlanta, Georgia pediatrician, Dr. E. Dawn Swaby-Ellis learned: "My greatest teacher in learning how to care has been the Holy Spirit" (93). Clinical Psychologist Mima Baird echoed the sentiment by contributing: "To care is to listen; to hear is to care" (96). Teacher Anna Richert noted that it lies within the ability to make authentic connections that the capacity for care is enhanced, and by implication, the significant educable moment can be realized. Professor Joel Green draws attention in his summary statement: "Just as we know the character of God only in the concreteness of our lives, especially within the community of God's people, so we recognize the threads and hues of human reflection of God's character only in the fabric of social life in the everyday world" (165).
Quickly paced, tightly written, and imaginative stories, and longer, but nevertheless interesting reflections and observations, make The Crisis of Care an excellent addition to every caregivers memory storehouse and personal library.

The Crisis of Care is an insightful examination of the state of care in the helping professions. The editors argue: "... that examining our exemplary caring relationships can prompt us to redesign the structures and processes of our public caregiving institutions in order to better facilitate practices of caring" (1994:vii). Utilizing essays from practioners and scholars, the editors have collected narratives and scholarly discourses that address the practice of care in various helping fields and from the perspective of various academic disciplines. While the reader may not fully agree with positions taken by various writers concerning such issues as euthanasia, abortion, and the philosophic basis of ethics, the writing on the whole is good. The narratives frequently touch a sentimental chord. One good example is W. Thomas Boyce's "Beyond the Clinical Gaze" (1994:144-148). Eugene H. Peterson's essay "Teach us to Care and not to Care" is brilliant (1994:66-79). Peterson challenges the reader to not defile the holy. Joel B. Green's essay "Caring as Gift and Goal: Biblical and Theological Reflections" was also outstanding (1994:149-167). Green covered much biblical and theological ground clearly and with keen insight. Robert N. Bellah's "Understanding Caring in Contemporary America" was awesomely insightful (1994:21-35). He explores the themes of placing caring over exploitation and placing attention over distraction.
While, to me, some of the narratives and essays were not as excellent as those I mentioned, on the whole the book is worth reading. I recommend it.

A review by Eric Newell
April 10, 2002
The Crisis of Care is moving away from the technological, managerial aspect of caring. The need is to restore the concern and compassion for the need of the care receiver. Persons care for the wrong reasons. If it is not the aspect of filling the prescribed attention to a patient, very often there is the one who is interested to help or assist because they feel a sense of moral commitment or the sense that it will make them feel good. The editors quote Wuthnow's survey report that 42% of Americans were interested giving themselves for the benefit of others. The percentage dropped to 15% when asked if they were willing to sacrifice to help another person." (1994, p.23)
"From the time we were children, we were told by our parents and our grammar school teachers to "Pay Attention!" Even though we have grown inured to this injunction and shrug it off, there are few things in life more important." (1994, p. 28) Restoring those concerns for the individual, the context of their situation and what it is that needs to be protected for the care receiver is important.
Steven Covey in his writing cautioned against responding to the "Tyranny of the Urgent". In "The Crisis of Care," the chapter, "Teach Us to Care and Not to Care," says the caregiver who offers standardized responses to the needs or responds to that which gives only immediate relief, is not giving the full extent of care. There needs to be the caregiver who is will not only to pray for the receiver only, as an immediate answer to the problem, but who is willing to take the time to teach the receiver how to pray. This awareness of how to pray helps the person begin to understand that value can be found even in the experience of their suffering.
Creating a context of care, listening and reducing isolation are all important in care giving. It is not enough to know the facts about a person or even the facts about their situation. The concern is that one knows the issues and reasons, which surround those facts. This is important whether it involves the student in the school or the patient wrestling with the quality of life. "From a theological standpoint, any notions of caring we might have grow out of our divine vocation, to reflect in our lives together in the world the character of God, manifest in his covenant love, (the compassionate behavior of God)."
Phillips and Benner blend the use of narrative, dialogue and instruction to emphasize the strengths and weaknesses in present day care giving. The reoccurring issues of finding the context, the willingness to listen and the autonomy of the care receiver emphasize the point of the writing that care giving needs to move beyond the mechanical and technological response.

I discovered Designing Powerful Training in 1999 in a graduate program on instructional design. I was a good designer before I began using this book...and it totally transformed my design ability for the better. In fact, it gave me the confidence to become a full-time instructional designer, which I have been doing ever since, and an instructional design coach.

The book focuses, in great detail, on HOW to think about design. It gives a step-by-step process for doing this. Instructional design requires discipline and this book hands it to you on a silver platter. It does NOT address in any detail how to conduct a needs assessment, how to evaluate training, how to work with graphic design, or how to create learning materials. What it focuses on, though, is superb and it has been one of the primary influences on my career today.

This book is exactly what I was looking for to design a more impactful training. I reccomend it if you are looking for a step-by-step approach to get you started.

I have been designing and presenting workshops for many years but "Designing Powerful Training: The Sequential-Iterative Model" by Michael Milano and Diane Ullius is the most crisp, clear, and concise "how to" and "why" book that I've read on the subject. Theory and practice are consistently presented hand-in-hand. I particularly like the way Milano and Ullius honor all varieties of learning styles. They do this in the design process as well as in their explanations. The result is that I felt included as a colleague and as a co-learner. The book has actually motivated me to redouble my own commitment to design training events with the same sensitivity. But what I like most is the presentation of a process that is both sequential and iterative. To me that means a process that is both disciplined and flexible, invariant yet creative. The five point model helped me recommit to the importance of paying attention up-front to writing ! out complete goals and objectives. The authors do a great job of demonstrating why this is so essential. For me, the book functions like a disciplined and experienced teacher. The method demands discipline but within that discipline there is space for spontaneity and fun.

I have been in the training profession for about 15 years and have looked for a resource like this for a long time. As a training professional I have been asked to develop training materials for numerous learning styles and levels and have struggled to interpret what my customers are needing. This book details very simply what it takes to develop training materials and how to be an effective consultant in a timely manner. I found the concepts to be extremely effective and realistic and usable. I manage a training department of 8 trainers who have tremendous training responsibilities. Because this book is such an excellent resource I purchased it for each of my training consultants and they have used it many times over. I really appreciate the creative methods detailed by the authors in creating that "powerful" training program that our customers expect.

The husband-and wife team of Kimball and Mareen Duncan Fisher have collaborated to produce a well-documented, stimulating and useful book on what they call the "distributed mind", or knowledge workers who are geographically and/or organizationally dispersed. The Fishers have been involved in business process redesign for many years, and they have poured their comprehensive lessons learned into this 277-page volume.

One of their most important contributions that they deliver early in the book is to demystify the term "knowledge worker" by explaining that very few knowledge workers do only knowledge work and very few physical laborers do only physical work. This is a liberating insight, because it expands the potential applicability of their later discussions on how knowledge work is important in factories as well as R & D labs.

The Fishers use the term "the learning lattice" to describe an approach to redesigning knowledge work that explains how teams can be organized to take advantage of both units composed of functional experts (skill development teams) and cross-functional teams (business teams), optimizing the knowledge, perspectives and contributions of all concerned. Some organizations call these newly emerging learning lattices "centers of excellence".

Both of the Fishers started their careers in the art world, it is not surprising to see that they have some intriguing comments about harnessing creativity in organizations. They argue that creativity is a social activity, not a guru-centered process that requires isolation. Citing a 1993 survey done ! by the Center for the Study of Work Teams at the University of North Texas, research showed that knowledge workers prefer collaborative team environments, where there is an opportunity to share ideas and solutions.

How about leadership of knowledge workers? The Fishers suggest that this is not an easy task and that the leader's role is handled best through a boundary manager role. They identify seven key attributes for the "distributed leader", including articulating a vision for the organization, managing by principles rather than policies, and effectively coaching and communicating. They provide specific recommendations for ways to "infuse energy and wellness" into organizations through better understanding of roles and responsibilities, effectively managing--rather than suppressing--conflict, and orienting and developing knowledge worker teams.

The Distributed Mind is a great new tool for those who are interested in building community in organizations.

"This is the age of knowledge work. It is the age of the smart worker. The operations that learn the secret of tapping into this knowledge will always outperform those that do not. Those that master the 'collective intelligence' of knowledge work teams will be the architects of the future...As individuals, knowledge workers are smart people. But their individual effectiveness is amplified when they are also part of a smart organization. As an effective knowledge team, they can often create a sort of synergy where the outcome of the whole is greater than the sum of its individual parts. These smart teams appear as though all team members are of a common mind that shares information and ideas seamlessly across the membership-a distributed mind...This book is about knowledge work teams. Knowledge work requires a special set of skills related to an area of expertise, such as those of an engineer, a salesperson, a consultant, a manager, or a health-care professional. But it requires much more than technical competence to be successful as a knowledge worker" (from the Introduction).

In this context, Kimball Fisher and Mareen Duncan Fisher:

* define knowledge work by comparing five characteristics that differ for physical and knowledge work as follows:

- Job Characteristics: (1). Core task, (2). Critical skills, (3). Work process, (4). Work outcome, (5). Knowledge used.

- Job Characteristics of Physical Work: (1). Doing, (2). Physical, (3). Usually linear, (4). Product, (5). Applied.

- Job Characteristics of Knowledge Work: (1). Thinking, (2). Mental, (3). Usually nonlinear, (4). Information, (5). Created.

* argue that "the nature of work is changing from mostly linear to mostly nonlinear and from requiring mainly physical skills to requiring mainly mental acuity. Jobs now usually produce more information than product and require more improvisation than rote, automatic application of process. While this trend is dramatic in a few cases, for most of us the change has been a slow, steady evolution of our jobs", and illustrate this trend.

* show how teams and team-based operations differ from groups and non-team-based operations, and illustrate how these teams differ from the traditional organizations by comparing hierarchical organizations with team-based organizations as follows:

- Hierarchical Organization: hierarchical order, local optimum, maximum specification, functional defect control, specialized skill, vertical information flow, work ethic value, and conservative improvement.

- Team-Based Organization: information order, global optimum, minimum critical specification, source defect control, multiskilled, source information flow, work life value, and continuous improvement.

* illustrate the differences between physical and knowledge work teams by comparing typical physical work teams with knowledge work teams.

- Typical Physical Work Teams: physical labor, multiple generalists, inside single organization, fairly stable membership, and repetitive responsibilities.

- Typical Knowledge Work Teams: mental labor, multiple specialists, across multiple organizations, shifting membership, and single-purpose responsibilities.

* explore the process of knowledge work design, and illustrate the characteristics of evolving organizational form-learning lattice organization.

* discuss the metaphors and practices needed to create successful knowledge teams.

* argue that "environmental shifts and changes in organizational capabilities have created opportunities and need for virtual knowledge teams in contemporary organizations. To effectively create, utilize, and support VKT's, we must focus more attention on the VKT challenges", and then discuss the challenges of making VKTs effective.

* discuss fostering innovation and creativity as a critical challenge for knowledge work.

* discuss what is becoming a critical attribute of effective knowledge work teams: the ability to transfer knowledge effectively without causing information overload.

* discuss the role of leaders in knowledge teams, and argue that "in knowledge work teams, team leadership is critical. Although this formal leadership is often shared or rotated, we believe it must be done properly for the team to be effective".

* discuss a number of practical tips to prevent illness in teams, including providing team training, integrating new team members, setting goals and measuring results, understanding group decision-making processes, managing team conflict, building team communication skills, giving and receiving feedback, defining team members' roles and responsibilities, developing operating guidelines, and creating a team charter.

* explore how technology aids knowledge work, and argue that "technologies must be appropriately integrated into the organization if they are to benefit knowledge teams. Three particular problems to avoid are technology misuse, expecting more from technology than it can reasonably deliver, and serving technology instead of having technology serve the team".

* discuss future trends in knowledge work by illustrating six key work trends for the new millennium: (1). automation of physical work, (2). elimination of traditional jobs and work structures, (3). empowered knowledge workers, (4). knowledge work teams predominant, (5). workplace flexibility, (6). more virtual knowledge teams.

Strongly recommended.

The T-word, team, has been badly devaluated during the last few years. People talk about teams without really understanding, what they actually are about. No wonder some people react with cynicism when their CEO returns from a training seminary with the word Team on his lips.

There is a solid case for this book that addresses teams, especially knowledge work teams from a practical no-nonsense perspective. This book makes good reading not only for knowledge work team builders but also for the people that actually make up the teams. The language and structure is exceptionally readable and the issues are easy to grasp. Someone might even say that Fishers use too many cases to justify their points. Fishers start with discussing knowledge work, then teams and finally knowledge work teams and finally building a working organisation made of knowledge work teams.

Fishers do not limit their perspective to teams and organisations but discuss also their influences to societies and individuals. Teams do not work in a vacuum but change the way people work and think and live their lives.

The one thing that I disagree with is they way Fishers create an artificial (in my opinion) distinction between physical work and knowledge work, and the consequent physical work teams and knowledge work teams. Fishers stress the point that even knowledge workers do physical work and physical workers do knowledge work, but within their definition of knowledge work!

This is a book on Knowledge Workers, and on business management, actually. It does discuss industrial age and post-industrial age workers, but it's not so much about industry, industrial workers, and modern factory automation.

The sense I came away with is that the aim of the authors was on making work teams more effective. However, for me, the book gets back to a more fundamental issue, the possibility of effectively eliminating levels of management in any organization. This is done not just by eliminating some staff, and giving the remaining staff communications. On a superficial level, automation of information access and communications for today's knowledge workers is required. However, on a more fundamental level, this is done by the assumption of a greater degree of the responsibilities by Knowledge Workers.

The book does get to the nub of flat (empowerment) versus hierarchical (delegation) management styles, which has come about with downsizing and the advent of empowered workers. It discusses how to manage processes and people with fewer managers, by enabling them to gather and use information and make decisions. Most importantly, it prioritizes: responsibility, empowerment, the management of processes, the management of people, management styles, downsizing, and information sharing. They all go together, but some of these are ends, and others are only means to an end. Further, some of these means to an end are prerequisites and others are only facilitators.

Whether tasks are delegated one-at-a-time to individuals (hierarchical), or projects and processes are turned over to a work-team (flat), in both cases communications is required. However, the differences today, are that Knowledge Workers in empowered organizations: are on multiple teams, not having just one job to do; must communicate with all team members, not just with supervisor and immediate coworkers; are responsible for the entire job, not just for one aspect of it.

Without proper orientation by management, Knowledge Workers in empowered work teams can remain focused on technical skill development or on information sharing, as ends unto themselves, or on doing their narrow tasks. What could be missing is a focus on the success of the process or project, and on the achievement on the goals of the organization. In the absence of middle managers, whose job it was to not only manage workers, departments, and processes, but also to focus on the goals of the larger organization, empowered Knowledge Workers must assume a large share of these responsibilities.

Team members must understand firstly, that responsibilities have been thrust upon them, and secondly, how to carry out these responsibilities as a self-directed work team. Today, we're not just providing communications systems to workers. We are holding people responsible, and therefore we're providing them with communications systems.

This is a "must read" not only for anyone in the healthcare industry, but anyone in the leadership, organizational development, or behavioral science fields. Fascinating story - attention grabbing! There are many lessons to be learned!

We often read in the news that the local clinic or hospital has just built a brand new facility or they recruited a number of specialists to join their practice - the assumption is that this leads to good care. What Dying for Compassion shows us is one of the critical components of good care is caring and the lack of it leads to its own cadre of nosocomial diseases that technology has no remedy for. It also helped me reflect on what really matters when a friend or family member gets sick; to be there and to support. I have been in health care for 30 years and could identify with a number of incidents in the book. If you are in healthcare, grab a copy, I think you will also find Joshua's journey enlightening.

This is an incredibly insightful book dealing with board disfunctions in a healthcare institution which lead to the increased probability of malpractice at the rank & file level.
In addition to being a fun read, there are many useful insights to be gleaned from this story. A must read for healthcare professionals at the board & senior management level. A good novel for anyone.

DYING FOR COMPASSION
BY IRWIN M. RUBIN & T.W.BODEN

A GREAT SUMMER READ! THIS BOOK HAS IT ALL ; SEX, DRUGS, GREED AND INTRIGUE.

THE AUTHOR TELLS HIS STORY THROUGH JOSHUA, PHYSICIAN, CEO OF A FICTIONAL MEDICAL CENTER. A FALLIBLE HUMAN BEING CONFRONTING MULTIPLE SERIOUS PROBLEMS. SOME ARE SELF INFLICTED AND THERE ARE OTHERS WHO PLOT AGAINST HIM. CONSULTANTS PROVIDE SOME VERY INTERESTING SOLUTIONS. A SURPRISING RECOMMENDATION IS A PRESCRIPTION ON HOW TO ADDRESS ADVERSARIAL RELATIONSHIPS

A MEDICAL MYSTERY THAT PROBES THE SORDID DARKER SIDE TRAITS OF GREED, DISHONESTY AND LACK OF COMPASSION. THE CAST OF CHARACTERS INCLUDE SOME DESPICABLE INDIVIDUALS. THEY ARE JUST PLAIN EVIL!

IT IS AN ECLECTIC NOVEL EXPLORING LIFE AND DEATH ISSUES WITNESS JOSHUA'S INTERACTIONS WITH COLLEAGUES, PATIENTS AND FAMILY IN A MEDICAL CENTER WITH AN ENVIRONMENT THAT SUPPORTS A HIGH CONCENTRATION OF VICE IE. DRUG DEPENDENCY, KINKY SEX, MANAGERIAL AND MEDICAL MALPRACTICE AND MURDER.

THE ATTITUDES OF INDIVIDUALS WORKING IN THIS MEDICAL CENTER IS A LACK OF COMPASSION. A BEHAVIOR PREVALENT IN MANY "REAL LIFE" HEALTH CARE PERSONNEL. NO ONE REALLY CARES.

THE BOOK'S BONUS IS IT'S EDUCATIONAL VALUE. AS A FORMER CEO OF A LARGE MEDICAL GROUP I'M AWARE OF THE AUTHOR'S LONG EXPERIENCE AS AN EXPERT MEDICAL CONSULTANT. IT SERVES HIM WELL. HE HAS A KEEN INSIGHT INTO THE INTERNAL WORKINGS OF MEDICAL CENTERS. THE TECHNICAL PARTS OF THE BOOK ARE ACCURATE AND EXPLAINED WITH CLARITY. YOU LEARN WHAT IT IS REALLY LIKE TO BE ON THE " INSIDE." HE LEADS US ON A FACTUAL TOUR INTO THE FIELDS OF PSYCHOLOGY, PATHOLOGY, SURGERY AND ANESTHESIOLOGY. YOU ALSO LEARN ABOUT THE MANAGEMENT COMPONENT IN THE PRACTICE OF MEDICINE . YOU WILL COME AWAY WITH A BETTER UNDERSTANDING OF THOSE WHO HAVE OUR CARE IN THEIR HANDS.

THE BOOK FINISHED I LAID IT DOWN. THE MYSTERY HAD BEEN SOLVED. STILL, I PONDER, "WILL THOSE WORKING IN THE HEALTH CARE FIELD EVER PROVIDE THE COMPASSION YOU AND I SEEK IN OUR HEALTH CARE ENCOUNTERS?"

REVIEWER: TOM CAMPBELL, M.D. F.A.C.P.E.

I have three Office 2000 books. If I had to recommend a good one for learning the basics to beginners-this is the one. It covers the fundementals of Word, Excel, Power Point (slide presentations) Outlook (E-mail, appointments, calenders), the basics of Publisher (publications-newsletters, brochures), and Front Page (Web pages). Even if you are not real familiar with the Office software-this is a good place to start. The book is illustrated with clear, color pictures which are accompied by step-by step instructions. I find that it was a lot easier to read as compared to the technically-oriented books. (I am not a technical person). Along the margins of the book-there are tips, warnings and shortcuts which are very helpful. For all the non-techies like me-this is a good start.

I am new to the Office 2000 suite of products, and this Easy book helped me get an overall grasp of Office 2000. It covers more topical information in a visual format than any other book out there.

I have three Office 2000 books. If I had to recommend a good one for learning the basics to beginners-this is the one. It covers the fundementals of Word, Excel, Power Point (slide presentations) Outlook (E-mail, appointments, calenders), the basics of Publisher (publications-newsletters, brochures), and Front Page (Web pages). Even if you are not real familiar with the Office software-this is a good place to start. The book is illustrated with clear, color pictures which are accompied by step-by step instructions. I find that it was a lot easier to read as compared to the technically-oriented books. (I am not a technical person). Along the margins of the book-there are tips, warnings and shortcuts which are very helpful. For all the non-techies like me-this is a good start.

I really enjoyed this book - it took just 3 or 4 hours to read, and that included experimenting with all the features that the book introduced. This book tells everything one needs to know to write a basic web page.