This book does not hit the Bob Woodward standard of a blow-by-blow account covering all participants, but it does offer an interesting view of the situation. I would have liked more discussion of the economic issues, but maybe there just was not the focus on them by Carter (that may explain the outcome of his administrations economic record). The author does write in an easy to follow method and comes off as more of a conversation between friends in place of a heavy political review. This is an interesting book that is worth the time if you are interested in the political environment during the hostage crises. There are better reviews of the election process namely by Elizabeth Drew.

Maybe not the absolute best, but what a wonderful book. Hamilton's writing is simple, yet incredibly engrossing, moving, and entertaining. I cannot wait for his upcoming book - everyone should most definately check it out when it is released. Thank you.

This is a book of play, not a dry academic reference book. Part of the enjoyment of reading this, unlike reading many an academic book, is the playful, humorous voice of the author.

Because of its scope (covering everything from Hawthorne to Moorcock) and its style, the book should be read in order and not just consulted piecemeal. Reading it in order allows the reader to discover how certain words are being defined and used -- for example, my immediate reaction to the phrase "ideals of the Enlightenment" is different from how Kaplan ultimately defines it. Also, reading it in order exposes the entire range and scope of the satiric play, allowing the reader to see the various contradictions -- the statements against categorization/taxonomic nomenclature followed by his own categorization for example or the seemingly contradictory reactions to complexity theory and science that only make sense in the context of his enactment of Menippean Satire itself. Without reading the book in order, Chapter 9 "The Edge of Capital" seems out of place because of subject matter and voice. By reading that chapter and then Chapter 10, "Scaling up the Homeric Question," the reader understands the purpose of chapter 9.

Do not turn to this book to find a quick definition of Menippean Satire -- although the book does define it -- or the one and only reading of "The Legend of Sleepy Hollow" -- although Kaplan does provide one. Rather, the importance of the book lies in its enactment of satire itself and the power and depth of the illustrations of critical synoptics. You leave the book not with an answer to how certain works should be read but with more questions about how to read, about what particular texts mean, about connections between texts -- in fact, about whether the book you've just read is a satire or not itself. These questions are not the result of a flaw in the book but in fact emphasize the notion inherent in the book that the universe is "variable and particular," that there is no Platonic absolute (121). The epigram that begins Chapter 10 and speaks of riddles with no answers also emphasizes that this is a book that is a riddle without an answer. In describing Melville's practice as "synoptic analysis" and his method as consisting "of testing propositions by examining them in contexts where they will be revealed as either valid or nonsensical"(124), Kaplan describes his own method. For me, the appeal of the book is not in the specific readings of texts he provides -- to be honest, some seemed to be very commonsensical readings easily arrived at after closely reading the text (or perhaps I have just been trained academically in the same manner) or, as in the case of some of the readings of Blake for example, are ones I find oversimplified -- but instead in his approach, his activity of exploration and questioning.

Anyone interested in examining literature and understanding satire, anyone knowledgeable about academic infighting in literary criticism and theory, or anyone who just wants a book to engage their intellect and make them chuckle at the same time should check this book out.

Critical Synoptics is a study of satire and British philosophy. Carter Kaplan argues that the tradition of satire from the early Greeks to the present day represents an important philosophical critique of the misguided claims that arise again and again in the fields of science, education, and religion. The book compares the important ideas of the great modern philosopher Ludwig Wittgenstein to the work of such authors as Herman Melville, Nathaniel Hawthorne, William Blake, and John Milton. After tracing the history of "intellectual mythology" as it is treated in satirical literature, the book examines intellectual mythology in dystopian works such as Ray Bradbury's Fahrenheit 451 and Anthony Burgess's A Clockwork Orange. The book concludes with an analysis of contemporary myths which support runaway consumer society and various corporate challenges to democracy and academic freedom.

For the past twenty years, literary study has been dominated by scientific or pseudo-scientific approaches to literature, and the discussion in university classrooms has emphasized academic fashion and theory. Kaplan's book instead emphasizes the ideas that drive great and popular literature. He goes beyond the established academic cultures of knowledge, and makes a forceful (and humorous) statement of humanistic understanding.

The book will be helpful to people seeking a readable introduction to the study of contemporary philosophy and satirical literature. Kaplan provides clear descriptions of the humbug that is targeted again and again in the satirical tradition: from the claims of dubious philosophers in ancient Greece to the unintelligible incantations of today's mystical masters of postmodernism.

Of all the books I've ever read about swamps, this one is the finest.

In total, I've read 0 books on swamps but, take my word. This one is one to remember. Mark my words and spank me.

This book was one of the initial efforts at understanding entire ecosystems and their current and potential role in the increasingly human landscape. Wastewater treatment is covered at length, but even further, effort is made to put these ecosystems into a regional perspective. Their value is discussed at many scales This book is an excellent example of ecological study, and a must read for anyone in the field. p.s. Dr. Odum is not the photographer. He and Dr. Ewel co-edited the volume, and he provides the closing remarks about cypress swamps using a whole-systems perspective.

Raven, Artemis, Jenny, Matt, and others meet in an espresso coffee bar. The nightmares and the secret order are real. They must undergo the transcendental training in the east and intellectual preparation to face the trinity of evil bothers. The only problem is that the brothers have already undergone the ritual and have an agenda to... these gutsy troublemaking renegade geniuses. Kindof like... type characters. DEAD HORIZOINTAL rules!!

"Dead Horizontal has very good dialogue...reminds me of Friends, Fraiser or Seinfeild. Matrix like action and Classic Nightmare scenes. Depth of Stigmata or Bram Stoker's Dracula...a journey into Fantasy. Definitely an exciting read!"

I have 5 books about electric guitars and this is the one which I like best. The photos are large and of good quality - you will not get tired of appreciating them time and again. I do not give it 5 stars because the first part (hawaiian guitars) is too big and there is also a complete section about Fender colors which I think adds nothing to the book. There are many Gibsons, Fenders, Gretsches, Rickenbakers, Guilds, Nationals, Epiphones, etc. There are no Japanese or Korean makers. Anyway, buy it and you will not regret.

This lavishly illustrated book includes electric guitars from the major manufacturers and includes great coverage of Fender and Gibson, in particular as well as Gretsch, Epiphone etc. There are quite a few photos of early electric guitars from the 30s and 40s. There is a section on Fender colors which is a treat since Fenders come in such a colorful variety (my own stratocaster is "daphne blue"). The book also includes photos of unique models that were introduced and then discontinued for lack of interest as well as custom models. The book isn't comprehensive, i.e, it does not cover the many stratocaster knockoffs including Fender's own Squier line. Still, for those interested in the development of the electric guitar, this is a great resource.

This book was the first introduction I had to the area of metaphysics. The first chapter does a good job of explaining just what metaphysics is about. It is unfortunate that most people associate the word 'metaphysics' with crystal religions and astrology because that is NOT what metaphysics means in philosophy. If one is interested in finding out what "true" metaphysics is, this book is accessible to almost anyone. The later chapters get complicated but if the reader takes some time, the material can be understood. One thing to note is that Carter's own views dominate the book and, as with anything, one should not just read this book. Readers might be interested in Peter van Inwagen's *Metaphysics* after reading this book. Also, if *Elements of Metaphysics* does get too thick, the reader may wish to read Thomas Nagel's *What Does It All Mean?* before continuing to work through Carter's book.

I read this when I was a student and it laid the foundation for me to go on and study philosophy with the possible certainty that I understood what I was reading. I use the reasoning in this book to evaluate most everything I read, teach, write, or do.

The Sixth US Cavalry Regiment was organized in 1861 at Yorktown, VA, for service in the Regular Army during the Civil War. After the war, it served on the frontier and was in the Cavalry Division organized in 1898 for the invasion of Cuba. This was the division which also included the Black 9th and 10th Cavalry, and the 1st US Cavalry. The 1st US Volunteer Cavalry was also there. This book gives an outline history of the regiment through the years with most emphasis on the Civil War. Because most of the books were destroyed in a fire, this has been one of the scarcest...unit histories until this much needed reprint by this private press. With a short introduction by John M. Carroll, the well known historian of the Indian Wars, this fills a gap in many collections.

Being a Texan, and a 6th cavalry veteran, I was very pleased to see the glorious history of my air cavalry brigade (currently assigned to Korea).

This is not a book for the average reader. Unless you are involved or very interested in the national defense structure this is not a book that will appeal to you. Keeping the Edge is an anthology of defense analysts deliberately attempting to influence the opinion of the then-incoming administration of President Bush at the beginning of 2001. The authors and editors are very up front about this, seeing the beginning of the Bush presidency as the optimum time to effect their recommended changes in policy, structure and management of the defense structure.
This is a book about the "Big Picture." When logistics are discussed here it is not the variations, trials and tribulations of projecting logistic support to Marines from Over The Horizon support ships, it is the very methods of procurement at the national level, used by the Department of Defense. When intelligence is the topic they are not discussing templated enemy positions and the "most dangerous" course of action of an enemy regiment, they are talking about reform of intelligence collection procedures and organizations at the CIA/NSA/DIA level. For most readers, for that matter for most anyone outside of the Washington, D.C. beltway this may be interesting, but difficult to follow.
If, however, national defense issues and structural reform at the national level is your cup of tea then this book is for you. Inhabitants of the various military-focused think-tanks in the Washington, D.C. area will certainly want a copy. The majority of the recommendations, even when they are not earth-shattering, do appear well reasoned and rational. If the Marine Corps and the Rapid Deployment Forces of the Army are the "tip of the spear" then this is a book about what makes that spear lethal. After all, a spear without a long pole attached is merely a knife. It takes the weight of that spear shaft to impart the energy to allow the spear tip to penetrate and kill. The authors are trying to make that shaft better, something not often addressed.

Here's a cold dose of reality that will shock moribound, parochial, tortoise-like bureaucrats in the military, intelligence community and within the ranks of civil service. Carter has assembled a host of brilliant, experienced and innovative thinkers, backed by their successful personal resumes, and has created a useful guide for necessary change within government. The author and other contributors resoundly articulate what the innovative, aggressive, forward looking and frustrated military and civilian memebers of the defense, executive and intelligence communities have been advocating since the fall of the Berlin Wall. Hopefully, several of the contributors will be confirmed for administration positions, and despite gravity, complacency and down-right bureaucratic fear, actually begin the inertia of needed change within the defense, intelligence and civil service bureacracies.

This Toolkit can make a tremendous difference in developing your leadership skills.

I have been to quite a number of excellent seminars and workshops on leadership, and always found the assessments, exercises, and examples to be the best part. Imagine how thrilled I was to see that this one Toolkit contains far more such material than all of the sessions combined I have attended over my entire career. If you want to be a better leader, your time would be better spent reading and applying this material in your current job than by taking on any graduate program in business that I am familiar with.

Decades ago, many young people got training and experience as leaders by serving in the military. These days, those who intend to have business careers seldom get that experience. Where is a person to learn leadership who doesn't go into the military? Probably not in business school, where a lot of the learning is associated with solving problems, learning concepts, getting background, and verbally sparring rather than moving people and an organization forward.

A very high percentage of the situations that a leader is likely to run into are handled at some level in this book, both at the individual, one-on-one, team, and organizational levels. I wish I had had this resource available to me when I had started my business career. It would have made a large difference.

Naturally, like any self-coaching guide, the benefit is all up to how seriously you take the content, how often you refer to it, and how much you try to learn. If you are reasonably committed to being a better leader, this Toolkit will take you as far as you can go short of having a personal leadership coach meet with you for an hour a week.

Each section describes briefly the theory of what needs to be done, gives you a self-assessment tool to check out your tendencies, gives you an example to make the point concrete, and suggests how to proceed to get better.

I was particularly pleased to see that this Toolkit encourages developing a better network of relationships, learning how to foster innovation, shaping your own leadership learning, coaching others, managing challenging conversations, influencing without authority, interviewing to select the right people for a job or a team, locating organizational stalls, and planning a business case to lead a specific change. Most leaders I know in organizations would candidly confess to lacking background in at least two of these areas.

The only thing I was disappointed in was that the Toolkit ducks the issue of leadership versus management as being "moot." I don't agree. To oversimplify the point, leadership is about going in the right direction, and management is about efficiently getting to whatever direction you happen to be aiming at. Most organizations have very little leadership in this sense, and way too much management. As a result, clearly this book also has a lot of management information as well as leadership information, but the area of picking the right direction probably could have used more attention.

Reading this Toolkit also made me think about the reasons why I wanted to be a leader, which is to make a positive difference. I wonder how leaders can prepare their own motivations for serving more than their own career desires. Stephen Covey has written about this subject in Principle-Centered Leadership if you are interested.

"No doubt you are reading the latest management books, attending seminars and conferences, and thinking long and hard about the best bosses you've had. Perhaps they offer helpful insight into your growing model of successful leadership. But day to day, despite your best efforts, such reading and contemplation are often difficult to apply to emerging situations that demand that you act as a leader. This toolkit is designed to close that gap, to provide practical advice, ideas, behaviors, assesments, skill-building activities, and methods for leading yourself and others in your daily work...If you are using this book as a development path-to build your leadership competencies-it moves concentrically from leading yourself, to individuals and teams, to whole organization. We believe an emerging leader must first develop self-awareness and personal commitment before he or she can effectively lead others. And you must be able to garner committed action from individual colleagues, employees, and your boss before you can effectively lead them collectively" (from the Introduction).

In this context, L.Carter, D.Davidson, J.Lehrich, and R.Waks (editors) divide this seminal toolkit into four major sections. As said by editors, these major sections are further divided into topical subsections. Each brief 'topic' reading is intended to provide context, background, and insight for the 'tool' that follows. Many tools are then followed by an application exercise that encourages you to 'try it out' in specific leadership situations.

I- Leading Self: "Leader," editors say, "know thyself. True leadership-leading individuals, teams, and organizations alike-comes from within, from the manager who draws from the wellspring of his own character. To trust others, trust yourself; to inspire others, find inspiration in who you are." Thus, in this section writers present tools to evaluate yourself: both your leadership behaviors (the Leadership Assessment Instrument) and your emotional intelligence.

II- Leading Individuals: "Leaders achieve results through others." Editors say, "As a leader, you owe it to your organization and to yourself-not to mention to your employees-to take responsibility for those you manage. How you treat and serve the individuals you lead will determine what you achieve, what you are accountable for, and what role you play in the future of others. With power comes obligation, and a leader accepts sober responsibility along with the power to hire, fire, and inspire. Such responsibility need not rely solely on intuition and hard-won experience." Then, in this section book gives you some ready resources like interviewing, delegation, performance coaching, managing challenging conversation, and building trusting relationship for the fundamental duties of a leader and manager.

III- Leading Teams: "Virtually all organizational work today is done in teams: project teams and quality teams, ongoing work teams and cross-functional improvement teams, virtual teams, problem-solving teams, and more." Editors write, "Individuals work interdependently on shared projects and toward a common purpose, often on more than one team at once. And for the individuals to succeed, for the groups to achieve its objectives with minimal rancor and recriminution, the team needs effective leadership. As leader you have the opportunity to watch and guide a team throughout its life cycle, from origin to deliverables, cradle to grave." Thus, in this section writers present the steps of that cycle to simplify your leadership responsibilities for choosing the team members, clarifying the group's objectives and its members' roles, facilitating effective team meetings, assessing and developing the team's processes, capabilities, and decision-making, reducing or forestalling conflict, and conducting team project reviews.

IV- Leading Organizations- "You may know yourself as a leader-your tendencies, your behavior, your principles and practices." Editors say, "You may serve as guide and inspiration for individuals, and as driving force or unseen hand for high-performing teams. But do you lead your organization? Are you an architect, change champion, teacher, and communicator on whom your company or institution can depend? An organizational leadership role demands foresight, reflection, and planning-very skills that are strongest when assisted by tools." In this section writers present techniques, devices, and systems to leading organizations.

Finally, L.Carter, D.Davidson, J.Lehrich, and R.Waks (editors) say that "Yet this single volume is not intended to be a comprehensive compendium of all the tools we could find or develop. That would be impractical and self-defeating. Instead it is meant to give you, the emerging and working organizational leader, a sampling of the range of tools needed to effectively manage the present and lead toward the future, and to apply them to the broadest span of situations you encounter."

Highly recommended.