Vans Books
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A decent book for stress managementReview Date: 2002-04-04
Help for your entire lifelong journey!Review Date: 2003-05-20
Excellent resouce for Anxiety/panic disordersReview Date: 2002-04-13
Slow Down and Lighten Up: Letting Go of Stress and TensionReview Date: 2002-04-02

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Wonderful!Review Date: 2002-02-02
All true fans of Duke Ellington know of Billie Strayhorn, but few know anything of his real contributions across half of the Dukes career. This book has gone back to the original manuscripts and studied the handwriting to see who wrote what parts. The results of these studies and massive other research provide a true look at the work of Strayhorn. This is not a biography; 'Lush Life : A Biography of Billy Strayhorn' by David Hajdu is a wonderful companion to this book. This book is musically oriented and has some discussions way over my head; none the less its a welcome addition to my library and one that I read non-stop. There is lots of fine data in apendicies as well.
Superb! Thank you, thank you, Walter Van De Leur.
Now you will know why Billy Strayhorn's music sounds so goodReview Date: 2003-10-10
An essential reading in jazz musicologyReview Date: 2002-02-25
The four appendixes are one the most useful tools in jazz reseraches appeared in last years.
This book is a reference one for any jazz researcher or learned amateur. A masterpiece in scholarship, an enlightning effort in understanding a great musician and an enjoyable reading. A must.
A MASTERPIECEReview Date: 2002-01-21
For years we wondered what Strayhorn's real role was in the Ellington organization. Now we know without any doubt. Bravo Walter!!!!
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Judge a book by the titleReview Date: 2002-04-03
Oceanomare of all feeling & thoughts connected with the poolReview Date: 1999-03-25
TAP van Leeuwen has made an excellent choice to show as much as possible in different media, all shattered around on the spread: notes next to the text next to pics. The very thorough and beautiful design of the book itself makes this possible- and points back to its archetype, the "Bauen in Frankreich"-book by Sigfried Giedion (a lifelong teacher for van Leeuwen). I liked very much the part about all the fifties-Hollywood-stars, sitting besides or floating atop of the water, in their expensive tweed costumes, afraid of the water and proud of their success (of owning a pool?). Let's all take a dive into the richness of this book, a book definitely not about architecture, only, architecture is the only housing into which these stories have a room.
Oceanomare of all feeling & thoughts connected with the poolReview Date: 2001-03-16
TAP van Leeuwen has made an excellent choice to show as much as possible in different media, all shattered around on the spread: notes next to the text next to pics. The very thorough and beautiful design of the book itself makes this possible- and points back to its archetype, the "Bauen in Frankreich"-book by Sigfried Giedion (a lifelong teacher for van Leeuwen). I liked very much the part about all the fifties-Hollywood-stars, sitting besides or floating atop of the water, in their expensive tweed costumes, afraid of the water and proud of their success (of owning a pool?). Let's all take a dive into the richness of this book, a book definitely not about architecture, only, architecture is the only housing into which these stories have a room.
History of Swimming PoolReview Date: 1999-11-20


A must read for those interested in strategyReview Date: 2008-06-14
Most books on strategy take the same predicable process-oriented view and don't have much new to offer. This book is remarkably different. Based on hard research of the fortune 500 over the last 50 years, including interviews with management to find out what worked, what didn't, and what they should have don't differently, Stall Points offers insights and actionable recommendations for improving strategic management for mid- to large size companies. There are also many small recommendations for where to focus energy and effort to get the biggest return and the trade-offs among the most common approaches.
A must read for business leaders, MBA, and Business School teachers.
Strategies are for testingReview Date: 2008-05-14
Those strategic problems might involve abandoning a core business too soon or focusing exclusively on one too long despite disruptive threats. The point is that these strategic choices about where and when to compete explain the majority of stalls -- not uncontrollable bolts from the blue. I suspect even the sub-prime mortgage crisis will eventually be added to the long column of controllable business disasters.
Even more refreshing in Matt Olson's and Derek van Bever's book are the integrity of the method, the contrarian thesis, and the sobriety of the solutions.
-- The great advantage of the method is its avoidance of survivor bias, which, as Michael Raynor points out, ignores the riskiness of highly successful gambits.
-- The thesis that strategy matters is a much-needed corrective to all the books that write dismissively about strategy as if it reduced to execution, much as if goals could somehow reduce to facts.
-- And there are no zero-sum solutions in this book, like, say, investing in what would turn out to be the same data analysis system every other reader bought.
The book deserves to be read closely. It may even deserve an after-life. After all, one of the key development questions today is why micro-enterprises stall. One hopes to see authors Olson and van Bever wearing safari hats soon in the jungles of Colombia and the steppes of Kazakhstan finding out why the micro-enterprises on which depend the welfare of so many of the world's working poor stay micro.
Groundbreaking and definitiveReview Date: 2008-04-29
First, the authors' approach to the problem of achieving sustained growth is inherently empirical and comprehensive. This differentiates their work from virtually every other tome on growth in the marketplace. Most such volumes, no matter how well written, are inherently versions of "post hoc, ergo propter hoc" analysis. Alpha Company adopted strategy X. Alpha Company succeeded. If you adopt strategy X, you will also succeed. The problem with this line of analysis is obvious to any student of Aristotelian logic, and equally obvious to anyone who has run a business. High-level strategies do not necessarily transfer from one industry, market, or corporate culture to another. Further, even sound strategies often fail because of breakdowns in execution. It's less the specific strategy that creates success than it is exceptional implementation of any strategy. (The recent work of Bossidy and Charan is very instructive in this regard.)
In stark contrast, the authors have conducted a rigorous analysis of all companies represented in the Fortune 100 over the past 50 years (and a handful of equivalent companies from outside of the US and from private equity.) The cumulative weight of the evidence commands much more authority than another well-documented case study of Dell, Merck, Johnson & Johnson, or Starbucks.
Second, the book is relentlessly prescriptive. Having identified the most common root causes leading to growth stalls, the authors provide a substantial number of specific actions, tactics, and business practices that real companies have used to overcome them. (And per my first point above, as a manager one takes much more confidence in adopting those actions because the analysis behind them is thorough and comprehensive.) Further, many of those actions are not of the nature of expensive, cumbersome new initiatives. A number of the suggested activities could be easily integrated into most organizations' current strategic planning and review processes.
Finally, the book is exceptionally well-written. This attribute is near and dear to my heart. As a voracious reader of business literature, I am frequently dismayed by the quality of the prose embodied by this particular niche of our culture. Most authors in the trade fall into one of two equally sophomoric camps. The first is characterized by the worst sort of academic rhetoric and reads about as well as your average software manual. Assuming you can stay awake long enough to finish it, one finds it a tiresome, often fruitless exercise, to extract any real learning. The other camp, which may be more annoying, is the folksy style so in vogue with ex-CEO memoirs. "We shook things up, charged forward, made up a plan as we went along, and kicked a lot of butt on the way."
Olson and Van Bever are gifted students of business, but they are equally gifted writers. Their chapters, and indeed the entire book, have a readable cadence, with appropriate amounts of wit, and they never make the audience work an iota harder than necessary to understand their point. They also understand when to stop hammering that point home. Sometimes a simple sentence is sufficient; other times several paragraphs are necessary, and the authors seem to have an intuitive feel for the difference. I challenge you to read this volume and not find yourself enjoying the process as you learn something on the journey. Very few competitive volumes pass that test.
Why and how obsolete strategic assumptions can threaten sustainable growthReview Date: 2008-04-30
In this brilliant volume, Matthew Olson and Derek van Bever assert that "the assumptions a management team holds most dearly - has known so long or so well that they are no longer debated - pose the greatest danger to growth. In other words, it is not what you know that isn't so that will stop your growth run - more likely, it's what you know that's [begin italics] no longer so [end italics]." It is worth noting that assertions such as this one are based on the rigorous and extensive research Olson and van Bever conducted over a period of several years. For example, the material in Part I (The Growth Experience of Large Firms) is based on "a comprehensive quantitative analysis of more than five hundred companies that have numbered among the Fortune 100 across the pasty fifty years.
As for Part II (The Root Causes of Growth Stalls) they complement the quantitative analysis with "detailed case analysis of a subset of the Fortune 100 to determine why growth stalls occur." Then in Part III (Avoiding or Recovering from Growth Stalls), Olson and van Bever examine the controllability of stall points previously discussed that leads them to the implications of what they learned for executives: "you must continually articulate and stress-test the assumptions underlying your strategy because it is the assumptions that you believe most deeply or that you held true for the longest time that are likely to provide your undoing. You may think you are currently doing this, but the odds are that you are not, and it is an oversight that you suffer at your peril."
Olson and van Bever note several times throughout their narrative that it is common for an organization to stall, it is hard to see a stall coming, and it is extremely difficult to recover from a stall; also, that strategic myopia can occur at the highest executive levels even in organizations that are annually ranked among the most valuable, most highly admired, most profitable, etc. For example, 3M, American Express, Apple Computer, IBM, Rubbermaid, and Xerox. Of course, the degree of severity of consequences from a stall period varies from one organization to the next, as does the length of that period.
Many of those who are thinking about reading this book may well ask, "All well and good, indeed very interesting, but how specifically can this book help me and my own organization to avoid or recover from a stall period?" Hence the importance of the last of five appendices that provides a diagnostic test for senior managers to complete. Each respondent is asked to rate each of 50 "red flag warnings of an impending doom" in terms of having No Concern, Moderate Concern, or Substantial Concern about it. In my opinion, this diagnostic test (all by itself) is worth far more than the cost of the book. Olson and van Bever also offer five foundational recommendations (in the final chapter) for executive teams that find themselves struggling to recover top-line momentum, and briefly explain the importance of each:
1. Build consensus about the sources of weakness in your core business strategy between the top management team and "skip-level" management.
2. Confront the operational and/or business model challenges in your core business that you previously have avoided.
3. For even the closest of adjacency extensions, conduct a careful "gap analysis" to identify required changes to the core business model.
4. Examine opportunity for new business models early in the new product development process.
5. Exploit "privileged insight" into customers in building new growth platforms.
I appreciate the fact that after briefly identifying or suggesting a "what" (e.g. a challenge, question, problem, peril, or opportunity), Olson and van Bever devote the bulk of their attention to explaining the "how." For example,
How to recognize the limits of prudent growth
How to recognize a stall point
How to calculate the costs of a stall period
Why companies stall and how to avoid or recover from one
How to take into full account various strategic factors (e.g. "premium position captivity")
How to take into account various organization design factors (e.g. talent bench shortfall)
I also commend them on the provision of five appendices in which they identify the companies in their sample, explain their methodology, list case study companies for stall factor taxonomy (in business markets ranging from Asset-Intensive to Tech-Intensive), provide stall factor definitions, and then conclude with the aforementioned diagnostic test in Appendix 5.
Those who share my high regard for this book are urged to check out Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill and David Robertson as well as Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, Edward Lawler's Talent: Making People Your Competitive Advantage, Jeffrey Pfeffer's What Were They Thinking?: Unconventional Wisdom About Management, and Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management co-authored by Pfeffer and Robert Sutton.

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Van Gogh Lives.....Review Date: 2002-03-11
after reading it, my kid asked me to go to an art museumReview Date: 2000-01-30
The empowerment of children through ArtReview Date: 2000-03-19
VAN GOGH IN NEW YORK CITY ??Review Date: 2002-02-17
When the artist disappears, Bernard determines to paint his own copy. The end papers of the book include some of the copies of the famous painting as imagined by the author-artist's own students.
The fantasy goes full circle as Neil Waldman's striking paintings are shared in tnis book to benefit the Children's Aid Society & N.Y.school children. Imaginations -- not all young! -- are fired up. Be sure to check all titles of Waldman, illustrator, and also read Joan Shaddox Isom's "The FIRST Starry Night."

A classicReview Date: 2007-12-23
A ClassicReview Date: 2000-04-03
A ClassicReview Date: 2000-04-03
Utility and ClarityReview Date: 2003-08-30
This book is recommended for anyone working in statistical physics and is a must for anyone studying nonequilibrium phenomena in chemisty or physics. Even moreso than Kubo's excellent book on nonequilbrium statistical mechanics, this is the most clear and complete volume.

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Often hilarious, sometimes sad, occasionally upsettingReview Date: 2003-10-01
The level of detail remembered and conveyed to the reader allows you to live the experience as he grows to find his relationship with his father is not normal and continues deteriorating until it becomes almost unbearable. The writing style and structure of the book makes for a most enjoyable reading experience. Great writing, you won't be disappointed.
Interesting and colorful reading style - great story!Review Date: 2003-09-30
What a Fantastic Surprise!Review Date: 2003-09-29
Judging a Book by Its CoverReview Date: 2003-09-23

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Keep Your Kids Engaged in Learning Over the SummerReview Date: 2007-06-27
Great PreparationReview Date: 2005-08-24
a cute, fun, child friendly workbookReview Date: 2007-07-19
Having giving the book a glowing review I cannot say that my daughter agrees with me. She really dislikes worksheets in general and getting her to sit and do the excersises in this book has been next to impossible. The recomended reading is wonderful for reading to her, but they are far too difficult for her to read by herself. I purchased this book because she has been struggling in school and I thought this would help her keep from falling further behind this summer. I still recommend the book though, especially if you have the kind of child who enjoys working independantly. Like one of the other reviewers I agree that this book would be best for a child who is already doing well in school and who enjoys this sort of thing.
Summer Smarts - Second GradeReview Date: 2000-06-03

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Loved itReview Date: 1998-05-18
A fun book with a good messageReview Date: 1998-04-02
A lovely book that children love, with an important messageReview Date: 1999-06-04
Great BookReview Date: 1999-06-19

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Review of TSCMath by Van de WalleReview Date: 2008-05-27
Excellent resource for middle school/junior high teachersReview Date: 2006-07-30
Valuable SourceReview Date: 2006-11-07
Everything a new teacher needs to start off rightReview Date: 2006-08-30
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