Teams Books

Everyone (really) needs to read/apply this great Field Guide. Do not be intimidated if you have not been in the field with Rolf, jump right in for the fun. You will get awesome results spending time ootching through the pages gleaning the gems that shine through the many aha moments.

Rolf is practical at all levels of life. I have applied The 7 Levels of Change in my family life as well as my business life. When you run up against a question as you embark on diffferent thinking just check in with Rolf for more answers. You will be delighted.

This book is a great addition to your ready reference library. It's a practical, hands on approach to creative thinking and innovation - words that Rolf points out "scare" some people today but make perfect sense to some more "experienced." Rolf writes in down-to-earth easy-to-understand language. He challenges your thought forms and encourages intellectual growth that sets you free from boundaries. The process Rolf describes gets you out of your comfort zone in a fun and engaging way (Try mountain climbing with him). At the same time he acknowledges individual beliefs and values as important foundations from which you draw strength (so every idea is not automatically discarded). This book is easy to use - it's organized to allow you to jump around as a reference work or to read straight through as a learning tool. There is space to write in the margins - in fact, Rolf has written some of his own comments in the margin - which allows you to personalize the book as your reference. Versatile, this book works for both personal (individual) as well as organizational (collective) development. It is based upon years of innovation workshops and "Thinking Expeditions" since the mid-1980's -- with real people in real organizations trying to accomplish great things through idea generation. I participated in one of these workshops back in 2001 and then read the first edition of this book. The principles and techniques described work and this new third edition is even better than the first. I highly recommend Rolf's book, his ideas and his program.

I received my first copy of the first edition of this book as part of a thinking expedition held by Texaco to redefine their approach to Knowledge Management. I was a deep skeptic and was converted by working through the seven levels of change. The second edition of the book is even better than the first. I've given away several copies of this book and keep coming back for more.

I don't know what these other people are thinking. On a scale of 1 to 5, this book is a 6. I've now done the Innovation Ground School and a thinking expedition with Rolf and Durwin Sharp, and my hair is till on fire. Anyone who doesn't read this book is a bozo. Everyone should call up Rolf and sign up to do the Innovation Ground School, then the School for Innovators. Let's keep these two guys working until they are well into their 90's, which is only a few years I hear.
But seriously, (well as seriously as an ENTP can be) this book helps you remember all the stuff you got at the IGS or a Tx. I haven't done the SfI yet, but I'm hopeful to be in Estes Park this fall. This is serious work for innovators. If you've struggled with making innovation work at your company, these are the guys to talk to. This is the book to buy. I'm getting 5 of them so I can loan them to colleagues at work when I work with them. The book will probably help you a lot if, but the Innovation Ground School is the best place to start. Your hair will catch on fire about day two and it will stay that way for the rest of your life, if you pay attention.
Buy this book. Buy extra copies of this book. Give this book to people who don't understand you. Show them where you are on page 248 and where you think they are. You'll both benefit from this book. BUY THIS BOOK!

Not only being a student of Rolf's School for Innovators, Thinking Expeditions, as well as a reader of his first edition of The 7 Levels of Change........this 2nd edition is REALLY a significant mindshift and a MUST read for anyone truely wanting to understand the change process......I am a Personal Life Coach and work with individuals in achieving their goals which are always based around SOME change if not RADICAL change and I use the 7 Levels constantly.......I have used them to develop programs that not only explain change but navigate you through the maze that most books get lost in....there are so many examples, so many tools, so many new ideas in the 2nd edtion that I agree with Rolf when he said " I should have written this book the first time around"....great luck on your journey, you are being guided by the best!!!!!!

I really enjoyed this quick easy read. I purchased the book to read on the plane (DC - CA). I was amazed to discccover that it was a such a fun and interesting read. I really understand the concepts much better and cant wait to put the easy techniques to work!! I highly recommend the book for beginning or advanced players.

If you are a blackjack player this book will help you win. It is worth more than the price. It is endorsed by well-known experts. Many of the books published about blackjack are manuals. This book is more than just a manual. I highly recommend this book if you would like to win at blackjack consistently.

I loved this book. I've been interested in blackjack and the science of card-counting for a long time. Thing is, nobody has really written much about the game. And, upon reading this book, I am secure enough to admit this is the definitive book on the game of blackjack and the tools you need to beat the casino. Not only do you learn about the game but you also come to understand the intricacies of the casino. Mr. Bukofsky explains what to look for in the casino regarding how casino management tend to get the odds in their favor. However, this book puts the odds in the reader's favor. Thanks for the tips.

This is the best overall of three books on blackjack I've read so far. You get the feeling this man has a very well-organized mind. He's the first author I've read who adequately explains deviations from basic strategy and the matix tables. He nicely discusses the issue of whether to go with a simpler or more complex counting system. Ironically, he is weakest where other writers are stronger: on betting strategy. Here I think he gets a bit too mathematically precise in his betting tables. Would someone with a $20,000 bankroll really bet in amounts of 83, 133, 182, 267, 338...? (p. 122). Of course not. But I completely agree with Bukovsky when he says, "Don't just read this book. Read everything you can get your hands on....Read and reread..." (219). Sound advice, in my view.

I'm a successful player already at two games: blackjack and poker. I just finished reading this book last weekend and it's the book I will now recommend to friends and players I meet at the tables who want to learn more about how to make money at this game. I was put on to it by a long time friend who now works on an Illinois riverboat. Between us we've been in the game, on both sides of the table, for more than 50 years, and we both agree this book gets you thinking about things in a way no other books can. It is also one that seems to be popular among serious poker players. Simply put, one of the best blackjack books out there.

34 years of being a Cubs fan - this book made a lot of sense to me. Really well done. I devoured this book in two days. People on the train looked at me as I laughed my way through it.

If you consider yourself to be a Cubs fan, you must read this book. It is an amazing book depicting the life of a Cubs fan. It is especially good at helping all of us Cubs fans laugh at ourselves!

I first bought this book because it seemed amusing but after receiving it I discovered a well written book with great facts and anecdotes. It did make me laugh and I felt at one with the Cubs Nation. It is one of my favorite books to send to friends.The Cubs Fan's Guide to Happiness

This book is a MUST for the person interested in becoming a better Cubs fan. I work with a group of women that LOVE to go to the Cubs games. They invited me last year - I had fun, but didn't know much. I was given this book to "teach me" about the Cubs and how a Cubs fan exists. Ellis gives details about being a Cubs fan that are so helpful such as "TANY - There's Always Next Year" and "Beer Will Make it Better". The illustrations were great, and the glossary will come in handy when I go to my next game. I got a lot out of the book, but I know that even the most knowledgeable fans will find lots of new and interesting information in this extremely funny book. You won't be disappointed - it's any easy read, and entertaining. Highly recommend!

This is a delightful read for Cubs Fans. (I happen to be one living in exile in New Jersey!) It offers comfort for Cubbie fans woven with good day to day advice for living in general. I do have two beefs with the author though. A) He suggests that the Cubs are pretty much a White Collar Team. (B.S.!) and B) He winds up the book on a downer. "A Century of Losing: 100 Years 100 Frustrations". Other than that, It is a must for any Cub fan.

If you are looking to implement an employee ownership program, via ESOP, stock options, phantom stock, etc., this is a good guide. Along with "A stake in the game" by Jack Stack (stressing more the cultural aspect of it) and "In the company of owners" by Blasi, Kruse and Berstein (less statistics, more dated, but a very good story), it will guide you on how to go about it and all the reasons to do it. Recomended by the Beyster Institute, an authority on employee ownership.

The book is a quick read and represents a small sample of the universe of ESOP company success stories available. I look forward to the 2nd and 3rd editions!!

Thousands of companies are partly or wholly owned by their employees, but how do they compare to the usual firms, and are their organizations really more productive? An employee ownership expert, business book writer and consultant team up to answer this question, examining the different types of innovations such companies are taking. Dozens of companies are studied and provided as examples in Corey Rosen, John Case, and Martin Staubus's Equity: Why Employee Ownership Is Good For Business. Packed with strong examples.

A new book, Equity: Why Employee Ownership Is Good For Business (Harvard Business Press, 2005) shows that when employees have an ownership stake, the attitude of their company changes-and so does its bottom line. The authors, Corey Rosen, John Case and Martin Staubus, labored long and hard on telling the captivating and motivating story of the evolution of employee ownership and how the equity model can be used to bring companies to new levels of profitability. They reveal what to do as well as how to lead and manage the process. They substantiate and document their well-balanced points and counterpoints. They have produced a spellbinding primer on how America progressed to where it is today with employee ownership, and spell out clearly, succinctly and eloquently, where to go from here.

Rosen, Case and Staubus have authored one of the most readable books I have encountered on employee ownership and the difference it can make for employees and companies, irrespective of industry or geography. This book is filled with very personal stories, as well as compelling dreams that have been realized through the collaboration of owners at all levels of an organization. The authors provide rich evidence in the post-Enron era that hope is very alive for business models that invite all employees into the opportunities for success. After reading the book I had a list of several businesses I wanted to visit just to see how they've done it. Definitely an inspiring book!

In early 1942 the Japanese were lords of the Pacific, the Zero the best fighter plane between Tokyo and London and Emperial navy seemingly unstoppable. Lundstrom's story of the first year of the Pacific War and the Navy pilots who first flew from US carriers to blunt the spread of the Empire and take the first steps on the road to victory is by far the best that I have read. As other reviewers have said, Lundstrom's research of the details of the air battles, from both the US and Japanese sides, is unrivaled. His ability to weave these details into a gripping story in which the characters come to life is just as unique. This book and his first volume about Coral Sea and Midway are the kind that you don't want to finish because they are so good.

The bravery of these American flyers comes across well, but so does the the tension (and occasional humor) of this first full year of combat in the Pacific. The F4F-4 Wildcat was a well built, strong plane but could not compete with the Zeke in manuverability or speed. Yet the "First Team" flew their Wildcats from carriers and Guadalcanal's Henderson Field, held their own or better and started the distruction of the Japanese's veteran pilot cadre.

The fact that 10 of 34 pilots from VF-5 (the carrier squadron that flew along side the Marines from Henderson in late summer/early fall '42) were killed or seriously wounded shows that the attrition rate among these pilots was high and points to their bravery and endurance.

Mechanical problems with the F4F-4, bad weather, inhospitable islands, and the endless Pacific Ocean were added to the skilled and agressive opponents to make flying a Navy fighter plane a tough occupation. These flyers were truely a special breed.

You won't find a better told tale of the first year of the Pacific War anywhere. Lundstrom focuses only on the Naval pilots and their battles for more than 500 pages mand it's a tactical story in the truest sense. If you're tired of reading military history that never gets you out of the Admiral's cabin or Washington DC and London, this is for you. "The First Team and the Guadalcanal Campaign" is a terrific read. Highly recommended.

If you are a casual reader of World War II books, this is NOT the book for you, but if you are a wonk, then you'll love this book and John Lundstrom's companion book which covers the time period of Pearl Harbor to Midway. What sets Lundstrom apart is that he has taken the time to get to know virtually all of the pilots (on both sides) who fought in the Pacific battles in 1942. A theme that runs through both books is that each side had a small fraternity of pilots, and everybody knew each other. These pilots ("The First Team") held the line through the Guadalcanal campaign. Those that replaced them generally did not have the same level of skill.

Lundstrom is good at separating myths from the facts. He must either read Japanese or have a great collaboration with someone who does because his research through Japanese sources is the best that I've seen.

One interesting fact brought to light by Lundstrom: in terms of fighter-to-fighter combat through the Guadalcanal campaign, the A6M Zero and the F4F Wildcat effectively fought to a draw. If you see a reference on the F4F claiming a 5/1 kill ratio or something like that, it is likely based on inflated claims and claims against bombers and seaplanes. The biggest difference between the two types statistically is that a F4F pilot was much more likely to survive the downing of his plane. More of the United State's first team survived to fight again and to train other pilots to fight.

Japan made a mistake in trying to achieve air superiority over Guadalcanal from Rabaul, which is over 500 miles away. Just because the Model 21 Zero could fly that far and fight doesn't mean that it was a good idea to make it a regular practice. The distance was a big factor in the pilot attrition that eventually crippled the Japanese Naval Air Force.

I have no idea how many hours John Lundstrom put in to writing each of these books. I do know that the hours you spend reading them (and in my case re-reading them) will be well-spent.

An excellent follow-up to the "First team". Written in the same style as his previous work, this is the only book you need if you are interested in Santa Cruz, Eastern Solomons and day-to-day operations on Guadalcanal.
It is well known the Japanese were hard pressed to provide enough quantities of aircraft and qualified pilots even before the Midway operation. But Lundstrom shows just how critical this same situation was for the US during the Solomons campaign.
What is surprising is what a poor job Japanese fighter pilots did in protecting the bombers they were assigned to escort. Had they done a better job this campaign could have been much more costly for the US.

Although this book concentrates on U.S. Navy fighter combat during the first four months of the Guadalcanal campaign, it gives so many details of associated events that it should be read by anyone interested in the entire Guadalcanal campaign itself. This book also does a great job of giving details of the Japanese side, even to the point of naming most of the individual Japanese pilots involved in combat with the U.S. Navy and Marines around Guadalcanal. The only criticism (and this is slight criticism) I have of this book is Lundstrom's strong defence, for whatever reason, of Fletcher's actions during the initial part of the campaign which have been heavily criticized by just about every other historian. But, I guess it stands to reason that at least one credible historian would find a reason to defend Fletcher.

Anyway, if I were to name the top three books about the Guadalcanal campaign, this would be one of them along with Richard Frank's "Guadalcanal, the Definitive Account" and Michael Smith's "Bloody Ridge."

The First Team - Pacific Naval Air Combat from Pearl Harbor to Midway
and
The First Team and the Guadalcanal Campaign
John B. Lundstrom
Naval Institute Press


I have been studying naval aviation combat since the early 1960s, and I have never come across a book half so comprehensive, from a historical basis - nor half so useful, from a modeling perspective - as this two-volume set recently reprinted by the Naval Institute Press. The title - "The First Team" - refers to US Naval Aviator fighter pilots who were in service at the start of World War II; a convenient way of focusing on naval fighter combat from December 7, 1941 to the end of the Guadalcanal campaign in early February, 1943. This was a time when the F4F Wildcat bore the brunt of the aerial warfare - a few F2A Buffalo fighters served in the Navy during this time-frame, but the only Buffalos that saw combat were serving with the Marines (who are outside the scope of this two-volume study).

This book covers literally every incident of aerial combat that included US Navy fighter aircraft from December 7 through the end of Guadalcanal. I mean EVERY incident, every American shoot-down (and every American shot down) and every American carrier attack on a Japanese island target fought during the first 14 months of the war in the Pacific: the Wake relief force, the Gilbert, Marshall and Marcus Island raids, the assault on Rabaul, and the attacks on Tulagi, Lae and Salamaua - and of course, Guadalcanal. The books also cover every carrier vs. carrier battle that was fought in the Pacific before 1944: Coral Sea, Midway, Eastern Solomons and Santa Cruz. In short, The First Team two-volume book is incredibly comprehensive. Maps and charts illustrate each battle, each significant combat incident, each movement of carriers and air groups - the detail is remarkable. Author John Lundstrom makes these battles come alive in ways that no other history I've read have been able to accomplish. But for all their value as pure history, these books go way beyond that.

For instance, The First Team covers combat tactics - the prime reason why the vastly-inferior F4F-4 Wildcat was able to best the incredible Japanese Zero in almost every encounter (including decisive victories at Midway and Guadalcanal). Pre-war, the US Naval air service - alone among the world's air forces - trained its pilots to successfully use deflection shooting, permitting pilots to attack from beam positions, instead of just from directly astern. To perform a deflection-shooting attack successfully, the pilot couldn't aim at the target; instead, he had to aim for where the plane would be when the bullets arrived.

Deflection shooting is a kind of lead-the-target targeting performed by duck hunters and skeet shooters; a process vastly complicated in aerial combat because both the attacker and the target are moving at several hundred miles per hour, generally in different planes. However, when successfully executed, deflection attacks are almost unbeatable. This kind of deflection shooting permitted American Naval fighter pilots to attack the enemy with limited risk of counter-battery fighter from defending aircraft. Deflection attacks were decisive in attacks on bomber aircraft, but this approach also gave U.S. Naval aviators a significant advantage over the more maneuverable and - at most altitudes - faster Japanese fighters.

Other tactical elements explored in great detail were the comparative tactical formations - American transition from four-aircraft divisions to two-aircraft divisions while the Japanese held onto the far more awkward and inflexible three-plane formations - as well as the evolution of the "Thatch Weave," a mutually-supportive defensive formation the Japanese were never able to effectively counter.

The First Team also looks - in depth - at the training of Japanese and US Naval aviators. In 1941, Japanese naval aviators were, man-for-may, the best-trained pilots in the world, yet thanks to different tactical approaches, they were consistently outfought, first by well-trained US Naval Aviators and later even by grass-green Ensigns not long out of advanced training programs. Training and organization were critical - Japanese were taught to move in units of three aircraft, and to take advantage of their aircraft's incredible maneuverability.

American Naval Aviators were trained in deflection gunnery, in pilot-wingman cooperation and in emphasizing mutually-supporting defensive tactics culminating in the unbeatable Thatch Weave - which remarkably was under development before the outbreak of the war, though "conventional wisdom" has held that Commander John "Jimmy" Thatch developed the mutual-support tactics in response to initial combat with the Japanese.

Another factor that The First Team explored which worked against the Japanese was the very different organizational structure of the two countries' carrier air groups. In the US Navy, carrier air groups were fungible organizations - new squadrons and new pilots could be shuffled through the air groups, and these groups could be shuffled from carrier to carrier as needed. By contrast, Japanese carrier air groups trained as a unit, and were permanently assigned to a specific aircraft carrier.

When a Japanese group suffered significant combat casualties, not only were the individual squadrons no longer combat-capable, but the carrier itself was out of the battle. As a result, after the bloody draw at Coral Sea, surviving Naval aviators from the sunken Lexington were able to go back into combat onboard the Yorktown at Midway - less than a month later - effectively replacing losses the Yorktowners suffered at Coral Sea with combat-tested pilots. Even though the Yorktown had been badly damaged, it was patched together and able to field a combat-ready air group that proved decisive at Midway less than a month later.

However, as explained in The First Team's assessment of Japan's carrier air group organization, the Zuikaku - which, unlike the surviving Yorktown, was undamaged but which also suffered heavy pilot losses - was unable to serve at Midway because the Zuikaku's carrier air group had been decimated, and a carrier without an air group is little more than a target. Although sufficient combat-experienced pilots from the heavily-damaged Shokaku had survived and were at least technically available, because of a long-standing organizational policy, the Japanese were unable to restore the Zuikaku's group.

Instead, both air groups had to be restored to full combat capability only after receiving infusions of trainees, which required a long work-up period. The Yorktown's presence at Midway was decisive; the absence of Zuikaku was at least potentially just as decisive. Had two Japanese carriers - Zuikaku and Hiryu - survived the first devastating US Naval attack, their return strike may have done more than just knock out the Yorktown.

The books even get into fascinating controversies, such as the odd decision to put six .50 caliber machine guns into the Navy's new folding-wing F4Fs, even though they'd add a further weight penalty that would - along with the weight of the wing-fold mechanism -cripple the Wildcat's climb, range and overall combat capabilities. The early-war fixed-wing F4F-3 carried four .50 caliber machine guns - which US Navy fighter leaders felt was sufficient to knock down unarmored Japanese bombers and fighters. However, the fixed wing took up deck and hanger space and sharply limited the number of fighters a carrier could handle. With fighter squadrons growing from 18 to 27 to 36 aircraft, the need for folding wings was essential, even though the weight penalty imposed by the folding mechanism would inevitably degrade performance.

The initial decision to go with six .50 caliber guns in a folding-wing Wildcat was made by the British Fleet Air Arm, which did not routinely face fighter-to-fighter combat - minimizing the need for high-end performance - yet rightly felt it needed the heavier firepower inherent in six .50 calibers to swiftly knock down armored and well-armed German and Italian bombers. Oddly, instead of listening to their own fighter leaders, the US Navy's "Brass Hats" listened to the Brits, and decided - in the name of production efficiency - to standardize on the British design.

The result was the F4F-4 - a sluggish, slow-climbing short-range fighter which had six .50 caliber machine guns but fewer total rounds of ammo (and, therefore, a much shorter firing time) than the older F4F-3. This plane had a harder time climbing to a decisive altitude. It had difficulty conducting CAPs of more than a couple of hours or escorting bombers farther than 175 miles; and when it did find targets, this new Wildcat all-too-quickly ran out of ammunition. When front-line Naval Aviators complained about being asked to fight what was arguably the best carrier planes in the world with an increasingly second-string fighter plane, the Navy Brass in Washington told these front-line troops to fly their Wildcats with a 2/3rds fuel load and two unloaded guns - absurd advice to pilots who knew they needed every bullet and every gallon of gas every time they went head-to-head in combat with the best-trained naval aviators in the world, the Japanese.

These limiting factors for the new F4F clearly had an impact in the loss of the Yorktown at Midway, as well as the loss of so many torpedo planes at that same battle - and these F4F deficiencies may have also contributed to the loss of the Hornet at the Battle of Santa Cruz four months later. Nobody from the greenest Naval Aviation Ensign all the way up to Admiral Chester Nimitz had a good thing to say about the F4F-4 - but it was only after the end of the Guadalcanal campaign that the General Motors-built FM-1 reverted to a four-gun armament - too late to face down the Japanese.

Yet remarkably, the US Navy seldom fought the Japanese head-to-head without coming out on the winning end. Ultimately, the Wildcat scored a three-to-one winning margin over the Japanese - not because the Wildcat was a better fighter aircraft, though it did have some advantages, but because American Naval Aviators had better tactics, from the two-plane division to the Thatch Weave.

As noted, while it had dramatically shorter range, at least a marginally lower speed at most altitudes - and it was far less maneuverable than the Zero - the Wildcat that fought the Japanese from December 7, 1941 to February, 1943 did have some significant advantages over its adversary. The Grumman was solidly built - earning for its manufacturer the affectionate nickname "Grumman Iron Works." The Grumman fighter was also well-armored (at least where it counted), and - early in the war - it began to receive functional self-sealing fuel tanks that would absorb a 7.7 millimeter (.30 caliber) Japanese machine-gun bullet.

While it was slow to climb, the Wildcat could dive like a bat out of hell - given enough altitude, American Naval Aviators could always break off combat with Japanese Zeros - and given an initial altitude advantage (hard to come by, but not impossible to achieve), the Wildcat could initiate combat - attack Zeros and other Japanese aircraft - with no recourse by the Japanese. They couldn't escape a diving Wildcat; they could turn and fight, but couldn't run away.

Further, in a head-to-head attack, the Wildcat's rugged structure and .50 caliber armament (either four-gun or six-gun) easily outmatched their Japanese adversaries. The Japanese Zero's 20 mm cannons were low-velocity weapons useful only at short range; the longer-ranged Japanese 7.7 mm (.30 caliber) machine guns had too little hitting power to ensure a quick victory over the Wildcat. On the other hand, the standard American .50 caliber Browning heavy machine guns were fast-firing, long-ranged and hard-hitting enough to knock down any Japanese fighter - or bomber - they could hit.

All of these factors were covered in fascinating detail in The First Team, making them a feast of information, insight and factual data for the historian - and the history buff.

Beyond that, the two "First Team" volumes also offer a great deal to modelers. Each book is heavily illustrated with contemporary photos which show evolving markings on US Navy fighters. Not a few of these photos will also offer modelers display and deck-handling diorama ideas.

In addition, Appendix 3 of The First Team and Appendix 4 of The First Team and the Guadalcanal Campaign each features side-view profiles of F4F fighters in use during the time periods covered by the books. Together, these let modelers authoritatively paint-and-mark virtually any F4F that fought off one of the USN fleet carriers during the first year of the war - including carrier-based planes that temporarily served on Guadalcanal. With the recent spate of new F4F Wildcat releases in 1/32nd scale (including the soon-to-be-here Trumpeter Wildcat), this kind of reference will prove invaluable to modelers.

Bottom line: These two books are remarkable. For those interested in carrier-based fighter combat during the dark early days of World War II in the Pacific, these are "must-reads." The books have been released in Trade Paperback format by the US Naval Institute Press, Annapolis, Maryland - it's also available from Amazon.com.

I liked this book ... it's one of the better street-insight books from the Brooklyn-as-the-center-of-the-baseball-universe genre, and I got a better feel from this book than from any other of what it would have been like to see a game at Ebbets Field. But as usual with the Brooklyn revisionists, the book ignores the fact the Brooklyn Dodgers were a doomed franchise from the time Walter O'Malley was thwarted in his effort to obtain land for a new ballpark.

Few, if any, owners in the major leagues then or now would have remained in a rotting ballpark with no parking in one of the worst neighborhoods in a dying borough. The Dodgers' attendance in 1955, their World Series title year, was just over 1 million, almost a 50 percent drop in only eight years, and if any other franchise had suffered a similar attendance drop, it would have taken wing also. The Dodgers also had to deal with the Milwaukee Braves phenomenon, which is mentioned hardly at all as a factor in the Dodgers' departure, even though it played a very important role.

McGee, and other self-styled Brooklyn historians, also glosses over the fact that Ebbets Field was a very dangerous place in its final years, with many beatings, assaults and robberies - many of them racially motivated, the Jackie Robinson experience notwithstanding - inside and near the ballpark.

Brooklynites of that era claim that the Dodgers leaving killed Brooklyn ... it's my belief that Brooklyn would have killed the Dodgers if they'd stayed at Ebbets Field much longer.

At any rate, this is a well-written book, but I'd like to see someone write a Brooklyn Dodgers/Ebbets Field book that isn't an exercise in Pollyannish literature. If you're sick of hearing about Brooklyn as the fulcrum of society as we know it, don't bother with this book.

This book is a must for Dodger fans, and the best of its kind.

But by 1957, Ebbets Field was no longer a suitable ballpark for a major league team. The park and its neighborhood were deteriorating, there was no public transportation, and attendance had been steadily falling even in their pennant-winning years (the previous review notes that the powerhouse Dodgers were drawing around 10,000 fans per home game). Renovation was not an option because there would be insufficient additional revenue projected to cover the cost. The Dodgers simply could not stay there. But Walter O'Malley did not want to leave Brooklyn.

In reality, he wanted to stay in Brooklyn and build a brand new ballpark at the corner of Atlantic and Flatbush, near public transportation. Walter O'Malley was not the villain of the piece; rather, it was Robert Moses, then the most powerful man in New York City, who refused to let him do so, insisting that he build instead in Flushing Meadows (where Shea Stadium stands today). They would no longer have been in Brooklyn, and O'Malley naturally refused. He left reluctantly, narrowly choosing Los Angeles over Minneapolis. In doing so, he brough Major League Baseball west of the Mississippi, and forever changed the game. He deserves to be in the Hall of Fame (plenty of even tougher businessmen are), but East Coast writers like Roger Kahn and misinformed fans like the one who posted that he "hates O'Malley" to this day have blocked his entry. Shame on them.

THE GREATEST BALLPARK EVER is a paean and a song of love to Ebbets Field, home of the "original America's team," the Brooklyn Dodgers, from 1913 to 1957. Author Bob McGee writes a detailed and crisp history of the team and the place, but far beyond the FACTS surrounding the history of the physical structure of the park, and the men who played there, he manages to capture---amazingly enough, and very well---the SYMBOLOGICAL importance of the Brooklyn Dodgers and their home in the American, and particularly Brooklynite, psyche.

Of particular joy is the fact that McGee refuses to fall for the revisionist dreck presently being touted by the O'Malleys and their supporters, that "The Big Oom" had no choice but to hijack the Dodgers from Brooklyn in 1958. He relegates their arguments quite properly to the floor of the horse stall where they (and Walter) belong.

If McGee's symbologizing of Ebbets Field sounds awfully highfalutin', it isn't. McGee loves the IDEA of Ebbets Field, and in communicating that love, recreates the ballpark in words, an almost impossible task, considering that, like much of his reading audience, he never experienced the reality. That he could succeed at all is a measure of how fine this book is. THE GREATEST BALLPARK EVER comes VERY HIGHLY RECOMMENDED.

---Order me dogs and beer. Here comes the Duke of Flatbush to the plate---

Even though I grew up a Senators fan, having lived in Washington, DC., my parents, both of whom are from Brooklyn, instilled in me a love and respect for that grand old city/borough. I was born on October 16, 1956, 8 days after Don Larsen's World Series perfect game, but this book brought me in a time machine, allowing me to sit with Charley Ebbets as he planned to build this park, talked strategy with Uncle Robbie, laughed as the three Dodgers ended up on third, cried as those close chances in the World Series of the 1940s, cheered for Pee Wee, the Duke, Gil, Oisk, Campy and Jackie, booed Walter O'Malley and cried as the wrecking ball wiped out a landmark. Read this book today, immerse yourself in an era that was simpler, more neighborly, more alive. Take those memories and share them with all people, your kids, grandkids and their kids. Keep the memory of Ebbets Field and the Brooklyn Dodgers alive forever.

What differentiated this book from the countless others witten about the Brooklyn Dodgers was the author's attention to small detail. Now being from Brooklyn myself I appreciated this. The references to Steeplechase and the clown with paddles, Jim McElroy bring the Torre brothers to games at Ebbets field, the old Washington Park, Jack Kaiser, etc. For the average baseball fan outside of Brooklyn this is a great way to experience what once was. Even though I was only 6 when the Dodgers left and never saw a game at Ebbets Field the only logo's I display on anything I wear are Brooklyn Dodgers hats or shirts. You can't believe how many compliments I get. McGee in his writing really connects the Dodgers into the everyday life of every Brooklynite. I could only imagine what it must have been like (neither of my parents were sports fans nor did I have brothers or sisters). Growing up on the streets of Brooklyn you never had to worry how much junk food you ate because you would constantly burn it off playing stickball or basketball in the schoolyards. I find it interesting the players lived right in the neighborhoods, todays players live in castles and mansions, how could they ever connect to today's fan. I read this book very slow in order to digest every detail, there are plenty to digest. I highly recoomend this book to anyone baseball fan or not to get a glimpse into what was the "greatest place in the world" to grow up in. I only regret the Dodgers were not there when I could have appreciated them. I had the pleasure of meeting the author at a book signing and if he is ever in your area make it your business to meet him. The only thing better than the book is actually meeting Bob McGee.

I can admit it now, but for a long period of my life, it was quite painful: I'm an Angels fan. Have been since the days of Bo Belinski. That's why I was delighted to see Bucky Fox's addition to the history, lore and trivia of my beloved Angels -- be they of Anaheim or Los Angeles. His book is crammed with stuff I didn't know or, in many cases, had forgotten. Like "Adam Kennedy's Reggie Moment," when Kennedy hit three dingers in Game 5 of the ALC championship series to beat the Twins. Or the key role played by the relatively unknown pitcher John Lackey in a number of major Angel wins (Game 7 of 2002 World Series, Game 4 of 2002 ALC championship, Game 2 of 2005 AL Division series). Bucky's book is filled with this stuff.

For a demented Angel fan, it's all pure gold.

Bucky Fox has done a terrific job of highlighting the top players, moments and memories of the Angels' storied past. This book is written in a short, punchy style that makes it a quick, easy read. It brings back memories for any Angels fan of the great moments in franchise history, and it reminds you that the Angels have a lot more high points in their history than you might think.

I'm not an Angels fan. I'm a Yankees fan and what I want to know is why MY team doesn't have a kickass book like this. With his fast-paced, tightly-written countdown to victory, Fox does the seemingly impossible. He makes the Angels look like the Yankees. And for that, I tip my pro cap to him.

Great introduction for new fans to the history of the Angels and a great rememberance for long time Angel Fans. It was a fun read because you could just tell that the Author is an Angels fan.

As an Angel fan I think this book makes a delightful quick read and scores consistently with interesting tidbits of Angel player triva. Should be in any Angel fan's collection.

If you've been fortunate enough to experience a workplace that crackles with creative energy and productivity, you know all about "Hot Spots." College professor Lynda Gratton has spent more than 10 years studying the internal corporate junctures where innovation, excitement and collaboration meet. She found that organizations that create the fertile conditions in which Hot Spots emerge and flourish are rewarded with exceptional value and growth. In fact, she demonstrates that leading companies, such as BP and Nokia, cultivate Hot Spots as an integral part of their corporate cultures. If your company is stuck in the "Big Freeze" - the opposite of Hot Spots - you won't be able to turn things around overnight. But don't give Gratton's slightly overwritten yet intriguing book the cold shoulder. getAbstract thinks it might light a fire at many companies.

Creativiteit, inspiratie, leiderschap en innovatie zijn woorden die iets hebben met het overspringen van vonken, vlammend vuur, enthousiasme en flow. Je zou dergelijke fenomenen zo graag tastbaar, meetbaar, stuurbaar willen maken. Slecht nieuws: dergelijke hot spots zijn niet te plannen of op te leggen; de maakbaarheid valt tegen. Goed nieuws volgens Lynda Gratton : ze kunnen wel gefaciliteerd, gekoesterd en ontwikkeld worden. Slecht nieuws: ondanks de in het boek beschreven succesverhalen van Linux, BP, Nokia, Toyota, en dergelijke, is de auteur wel zo nuchter om aan te geven, dat allerhande oorzaken voor het afkoelen, uitdoven of afsterven van hot spots kunnen leiden. Handle with care, dus.

Hoewel een literatuuropgave ontbreekt, Lynda Gratton wel de interdisciplinaire aanpak voor haar onderzoek en achterin in een appendix de gehanteerde inzichten uit de psychologie, economie, etc. aangeeft, kun je Hot Spots goed plaatsen in het verlengde van Peter Senge's Fifth Discipline (met name het systeemdenken is ook in Hot Spots uitgewerkt in diagrammen en toelichting), Meerwaarde-innovatie en de ideeën van Robert E. Quinn over de productieve gemeenschap. Kapstok om hot spots te kunnen laten ontstaan zijn - niet verrassend - aanstekelijke visie, doel en vragen. De conversatie aangaan (Peter Senge zou dialoog gebruiken).

Het ontstaan en voortbestaan van een hot spot is afhankelijk van de combinatie van vier factoren:
1. een `coöperatieve mindset': een geheel van overtuigingen en daarbij passende denkwijzen en houdingen dat de wil en het belang van hechte samenwerking tot uitdrukking brengt. Het eigenbelang of najagen van eigen succes, de basis van veel (andere) business en management modellen, is dodelijk voor een hot spot. Al te sterke individuele beloningstructuren ook. Terug naar de samenwerking.
2. Grenzen overschrijden: hoewel grensoverschrijdende samenwerking in de praktijk uiterst moeilijk valt te realiseren (tijd, competenties, andere werkzaamheden, work/life balance), geven succesvolle praktijkvoorbeelden (BP en Nokia) aan hoe belangrijk een dergelijke samenwerking is voor het ontstaan van innovatieve projectgroepen en Communities of Practice.
3. Aanstekelijk doel waar de participanten zich in herkennen en voor willen gaan, in woord en daad.
4. Productief vermogen: er moet wel wat uitkomen, en dus zijn afspraken over tijd, opleveringen en resultaten noodzakelijk. Conflicthantering is daarbij een noodzakelijke competentie.

Waar andere modellen de adoptie van best practices benadrukken, gaat Gratton een stap verder, namelijk erop wijzen, dat de 'signature processen' nog belangrijker zijn: de binnenwereld naar buiten brengen. Andere auteurs zouden het in dit kader hebben over organisatie DNA, het wezen van de organisatie, de missie, organizational story telling. Hierbij past leiderschap die inspireren, faciliteren, coachen en bruggen bouwen. De auteur biedt een aantal vragenlijsten aan om de as-is situatie rondom hot spots en de bijbehorende cultuur in de eigen organisatie inzichtelijk te maken. Natuurlijk worden zowel de lezer als auteur enthousiast bij het (h)erkennen van hot spots in 'echte' organisaties, al blijft het 'hoe dan' in de praktijkverhalen naar mijn smaak nog onderbelicht.

Zonder het boek of Lynda Gratton als zodanig op een voetstuk te willen plaatsen, bevestigen de onderzoeksresultaten het uitgeput zijn van modellen die alleen voor management van middelen, efficiency maatregelen, de harde kant van de business gaan en onderkent ze de noodzaak mogelijkheden voor innovatie en productiviteitsverbetering te zoeken bij de mensen en de eigen organisatie. Het sociaal en relationeel kapitaal is zeker bij de grote, internationaal opererende, uit diverse fusies en overnames samengestelde ondernemingen, of uitgebreider in het ecosysteem (allianties, partners, etc.) veel groter dan tot nu toe benut.

If you are contemplating to make your unit, your organisation and your environment more innovative, exciting and stimulating then "Hot Spots" is a must read.

The author, Lynda Gratton, a professor at the London Business School and a renowned authority on HR Strategy presents a concise yet compelling framework for promoting greater levels of cooperation towards the creation of positive energy, more productivity and innovation in the workplace.

The core of the book is most effectively presented in chapters 3 to 6 which dwell upon the four elements, the essentials to create a "Hot Spot" as under:

The first element towards the creation of a "Hot Spot" is towards "developing a cooperative mindset (where trust and a helpful attitude are a must).

The second element relates to the concept of "boundary spanning" (people working in and across groups, functions and business units for the sharing of knowledge through close/familiar colleagues/friends as well as acquaintances/associates.

The third element relates to an "igniting purpose" (working for an ambitious and overreaching goal/task - here the role of the leader, be it the CEO, the unit head and the team leader to inspire and motivate through asking difficult and purposeful questions is a crucial element and is further explored in Chapter 7).

Productive Capacity i.e. the fourth and final element is really about managing these groups and teams in terms of appreciating talents, about making and keeping commitments and in managing conflict and time.

The book also contains an excellently worded appendix that acts as a resource guide complete with diagnostic surveys for the creation of "Hot Spots." This section is in essence a mini workshop on "Hot Spots" and is a must read to be used by teams and colleagues alike.

The book's underlying message is crisp and most relevant yet seemingly difficulty to apply in the real world of organisational life i.e. for organisations to flourish and create value, processes need to be created and fostered towards the building of partnerships and alliances; an essential prerequisite being an collaborative mindset existing amongst it's people.

Professor Gratton's treatise on "Hot Spots" makes for a very interesting read and is quite inspirational backed by a decade of research on some of the top-performing organisations the world over (BP, Goldman Sachs, Nokia, Ogilvy One to name a few).

Readers are also urged to read two of her earlier excellent and inspirational works - Living Strategy (2001) and The Democratic Enterprise (2004) which complete this trilogy (wherein Hot Spots is the third).

A highly recommended read for all in the corporate fraternity.



*******

The fundamental equation "Hot Spots = (Cooperative Mindset x Boundary Spanning x Igniting Purpose) x Productive Capacity" is the organising principle of this book. All material is very well organised to illustrate and support this insight. The style is conversational and authoritative. There is a lack of pretension that is refreshing in business literature. The material is supported throughout by real life examples. My favourite is the `Truffles' initiative at OgilvyOne. There are many other examples across many industries.

Professor Gratton uses language in a way that reinforces the main messages and makes concepts memorable: `Signature Processes' describe activities that powerfully convey a company's character and passion; `Boundary Spanners' move in many worlds, share information and connect people. `Big Freeze' and `Country Club' describe sub-cultures unlikely to produce hotspots!

Appendix A contains some fabulous material to help readers interested in creating their own `hot spots' - including many diagnostic questions and ways to map your system. Go on......treat yourself....... you deserve it!

In this volume, Lynda Gratton explains how and why "boundaryless cooperation fuels innovation...why some teams, workplaces, and organizations buzz with energy - and others don't." The business model she recommends is an "open" one. In fact, it is precisely what Henry Chesbrough brilliantly explains in Open Innovation and in his more recent book, Open Business Models. What is a "boundaryless" organization? GE is probably the most prominent example. (Curiously, there are no references in Hot Spots to Chesbrough, GE or its former CEO, Jack Welch.) According to Gratton, a "boundaryless organization" is one within which people are engaged in "purposeful conversation"; there are no barriers to communication, cooperation, and collaboration; and the organization has an ever-widening "net of involvement."

Those whom Gratton calls "boundary spanners" are very important because they break down the "walls" between in-groups and out-groups. They have a network of relationships that form a natural bridge between the two groups. (Chesbrough calls them "innovation intermediaries.") In a boundaryless organization, people feel energized and vibrantly alive. Their brains buzz with ideas as they share with others the joy and excitement of "exploiting and applying knowledge that is already known and genuinely exploring what was previously unknown." Relationships between and among those involved create a Hot Spot.

"One of the most profound insights about Hot Spots is that their innovative capacity arises from the intelligence, insights, and wisdom of people working together. The energy contained in a Hot Spot is essentially a combination of their individual energy with the addition of the relational energy generated between them." Hence the importance of (a) having a "cooperative mindset," (b) "boundary spanners," (c) "igniting purpose," and (d) sustaining sufficient "productive capacity." Gratton acknowledges that there is much of substantial value to be learned by examining best practices in exemplary companies (e.g. BP, PgilvyOne, Nokia, and Linux)but also other types of practices, notably what she characterizes as "signature processes" which embody a given organization's character. They arise from passions and interests within the organization. Whereas best practices "bring the outside in," signature processes "bring the inside out."

To Gratton's great credit, after identifying the "what" in the Introduction and Chapters 1 and 2, she focuses most of her attention on "how" and "why" in the remaining six chapters. I also appreciate the provision of information in three appendices, especially in the first ("Resources for Creating Hot Spots"). And I especially appreciate Gratton's decision to want until the final chapter before explaining how to design (or re-design) an organization in which Hot Spots "emerge." The process consists of five phases best revealed within Gratton's narrative (i.e. in context) but I do presume to suggest that Hot Spots are inevitable and can exist anywhere, both physically and electronically. The challenge is to encourage and support them without institutionalizing ("housebreaking") them. That is a very real danger, one which Bob Taylor obviously recognized when he insisted that the Xerox Corporation allow him to establish - with unlimited funding -- the Palo Alto Research Center (PARC) which those at Xerox's corporate headquarters (in Connecticut) viewed as a "renegade" think tank. In fact, Taylor and his associates conceptualized the very notion of the desktop computer, long before IBM launched its PC, and it laid the foundation for Microsoft Windows with a prototype graphical user interface of icons and layered screens. Even the technology that makes it possible for these words to appear on the screen can trace its roots to Xerox's eccentric band of innovators. It is possible but highly unlikely that any of this could have been achieved, had the research center been absorbed within the Xerox corporate culture in the 1970s.

Guided and informed by Gratton's observations and recommendations, senior-level executives will be well-prepared to provide the leadership needed to avoid or overcome barriers to innovation within their organizations by nurturing a cooperative mindset, encouraging and supporting those who are "boundary spanners," igniting purpose at all levels and in all areas throughout the given enterprise, and - as a result -- sustain sufficient "productive capacity."

Those who share my high regard for this book are urged to check out two of Gratton's earlier works, Living Strategy: Putting People at the Heart of Corporate Purpose and The Democratic Enterprise: Liberating Your Business with Freedom, Flexibility, and Commitment. Also When Sparks Fly: Harnessing the Power of Group Creativity by Dorothy Leonard-Barton and Walter C. Swap, Organizing Genius: The Secrets of Creative Collaboration by Warren G. Bennis and Patricia Ward Biederman, and Juice: The Creative Fuel That Drives World-Class Inventors by Evan I. Schwartz.

This is a classic look at one of the greatest football teams of all time, headed by one of the greatest coaches of all time: the incomparable Vince Lombardi.

The book started out with a desire to keep a journal of a year in football from training camp through the end. Serendipitously, this particular year turned out to be the third straight (and unprecented) championship year for the Green Bay Packers -- and featured a spectacular end-of-the-game play by the author.

I wouldn't call myself a rabid football fan (that would be my husband), but this was an excellent book for anyone with a passing interest in football.

I am not a Packers fan, yet I found this book fascinating. Jerry Kramer has opened up the mystique of America's favorite spectator sport to the public in "Instant Replay." And what a cast of characters! So many legendary figures of the game participated in this single season: Vince Lombardi, Bart Starr, and Ray Nitschke, to name a few. After the fabled "ice bowl" league championship game against the Cowboys, the Super Bowl vs the Raiders was almost anticlimactic. Football fans of any age would truly enjoy this personal account of a remarkable team in their most memorable season.

I read this book twice: once when I was a kid shortly after it was initially released, and again several years ago. It was just as interesting a read the second time as it was the first. I recently bought a copy of this re-released version for a friend. I thumbed through it and noticed some additional photo's have been added since the release of the paperback edition that I own.
Anyone who has an interest in football will want to read this book, despite the fact that it relates to events that took place 30 years ago. If you're my age, it will bring back memories of the glory days of the Packers (back when a water bucket was a tin pail with a ladle on the sidelines). If you aren't old enough to remember those days, the names in the book will most likely be familiar to you as great characters in football history.

Instant Replay is an essential book for every football fan. The tradition of the NFL and the inside story of the Green Bay Packers in the Vince Lombardi era come to life with a wonderful blend of humor and pro football detail in this great book.

There will never be another great team like the Packers of the 1960's for a number of reasons. The only way to relive this era is through the numerous books that rehash the Lombardi dynasty. This book has to be one of the cornerstones of reliving that era with its candid yet humble prose giving an inside view of the Packer locker room. Jerry Kramer, who resents the 'dumb jock' stereotype of football player, composed a well written memior of football in "Instant Replay".

From the days after Superbowl I to Lombardi's retirement after Superbowl II, this book takes readers through the entire 1967 season. Lombardi is known for the grind players were made to endure in his training camps. Kramer tells what the players are feeling as speculation begins that this would be Lombardi's final season coaching in Green Bay. Being the number one target of the NFL after being champion for the last two years makes the regular season a grind. While the Packers did not play their best in the regular season, they turn their game up a notch in the playoffs. Often voted the greatest game in NFL history, Kramer devotes significant time to the Ice Bowl. This is significant because Kramer had a key role in the game and this book marks an early admission that he may have moved a little prematurely. After the Ice Bowl, the Superbowl almost seemed anticlimactic.

Two years after the 1967 season, Vince Lombardi died of cancer and many of the pieces of the Packer dynasty were in retirement. This book is a great way to relive the magic of the Packer dynasty.

If you want to regain the sanity you've lost by repeating the same hiring mistakes over & over again, read this book! Brad Sugars points out that if you want a different result, you have to do something differently. Learn about various personality types and where they fit best in your organization. (Maybe you have some good people in the wrong places!) Walk through the 6 Keys to a Winning Team and lay the groundwork BEFORE you hire the next employee and set them up to fail! Speaking of hiring, be sure to check out the Action 4-hour hiring format. Use the input and leverage of your existing Team Members to help select the right candidates and get them started off on the right foot.

Great book for those building a team or making your current team stronger. I highly recommend it.

This is an excellent work by Brad Sugars. Brad does a great job of making a difficult subject easy to understand. Since team building is a critical for all small and medium sized businesses, this is a must read for business owners. It is full of practical advise about "how to" build your team.
Great value for the price!!!

will learn something. This is the best in the series, but there is knownledge in all of them.

Brad Sugars does an excellent job of showing the independent how to find a successful team. In todays business world, team is one of the biggest challenges facing company expansion. Brad introduces great methods designed to help COE's and business owners refine their selection methods. His direct method of presentation is refreshing and informative. I recommend this read to anyone trying to find the right mix in their business, especially in todays world shorthanded staffing and endless dollars spent on hiring the wrong person.

Jim