From the Wright Brothers to the Gillette razor, Mansfield explores American culture and the complex interplay between who we are and who we think we would like to become. Solid pleasure.

THE SAME AX, TWICE is one of those quiet books that foments revolution. Although identified as merely "journalist and author" (and by implication, non-scholar?), Howard Mansfield has just the right combination of erudition and humor to challenge conventionally held ideas about historic preservation. Like IN THE MEMORY HOUSE , his wise 1993 exploration of the New Englander's defining relationship with the past, THE SAME AX, TWICE ought to be on your bookshelf along with Wendell Berry and Noel Perrin."
-- William Morgan, Professor of Art, Wheaton College
--

Now, I'll never renovate a house. I'll never live in a log cabin or an old stone house. I don't want to live in New England or visit Walden Pond or petition city hall to save an old building. But when I read this book, I found out I was a "Noah." (A "Noah" is someone, according to Mansfield, who tries to preserve things that are beautiful or useful from extinction.)

I encourage you to read this book as an allegory for renewal in your own life. What important things in your own world are threatened by what's new? What can you do to preserve those things you find useful as they're encroached upon by change?

My norm is to buy books on Amazon.com and then sell them on half.com to support my habit. But not this book! This book is staying on my shelf. I'll read it again whenever I'm in need of inspiration or creative insight.

Howard Rheingold, former Editor of the Whole Earth Review and one of the pure-gold original thinkers in the Stewart Brand and Kevin Kelly circle, lays down a serious challange to both decisionmakers and software producers that has yet to be fully understood. Originally published in 1985, this book was a "must read" at the highest levels of advanced information processing circles then, but sadly its brilliant and coherent message has yet to take hold--largely because bureaucratic budgets and office politics are major obstacles to implementing new models where the focus is on empowering the employee rather than crunching financial numbers.

This book is a foundation reading for understanding why the software Bill Gates produces (and the Application Program Interfaces he persists in concealing) will never achieve the objectives that Howard and others believe are within our grasp--a desktop toolkit that not only produces multi-media documents without crashing ten times a day, but one that includes modeling & simulation, structured argument analysis, interactive search and retrieval of the deep web as well as commercial online systems, and geospatially-based heterogeneous data set visualization--and more--the desktop toolkit that emerges logically from Howard's vision must include easy clustering and linking of related data across sets, statistical analysis to reveal anomalies and identify trends in data across time, space, and topic, and a range of data conversion, machine language translation, analog video management, and automated data extraction from text and images. How hard can this be? VERY HARD. Why? Because no one is willing to create a railway guage standard in cyberspace that legally mandates the transparency and stability of Application Program Interfaces (API). Rheingold gets it, Gates does not. What a waste!

I have found this book extremely helpful in my own life, and I have recommended it to many, many people; both friends and patients. It's by far the best book on how to make a relationship successful that I've ever found.

The color reproductions are generous and well selected. Many of the well know Wyeth images are excluded, but in their place we are treated to images we have never seen. This is a beautiful volume and a tender one, a memento of what our childhood in the 20th Century was like before the madness currently painted hit.

This story was a bit over my 4 year olds head, but kids 5 and up will surely enjoy it.

Then they rebuild with techniques that include life skills, problem solving snd step by step ways to change thinking. Among the communication skills the motivated client will learn is how to give and receive criticism without becoming defensive. There is also emphasis on non-verbal communication, including body language and direct eye contact.

The model presented for problem solving skills is very important, because it encourages the client to seek alternative solutions, thus reducing anger and frustration.

Ultimately, Kassinove and Tafrate examine forgiveness as part of anger management. By forgiving, eith within or outside of a religious conviction, a person gains the ability to move on. Anger Management is a MUST have for every practitioner's bookshelf--only after a thorough reading!

Caravaggio was the original bad boy of the art world. He was willing to use well known prostitutes as models when portraying the Virgin Mary or to show saints with dirty feet. This offended authorities in Baroque Rome and Caravaggio was often a trial to his patrons. During the majority of his active career he was on the lam fleeing from a murder charge. He burst on the Roman art scene during the height of its influence and spent his last days in Malta in the company of the knights.

Although Caravaggio's influence was immense immediately after his death where his masterful use of light and shadow was immitated by countless lesser artists. For a number of years Caravaggio's reputation declined. Raphael's influence dominated academic art and Caravaggio's relatively harsh realism was in disfavor. It was only in the 1950's when a major evaluation occurred.

This book by Howard Hibbard is probably the first of these modern reevaluations of Caravaggio and it is still one of the best. Professor Hibbard is one of the country's leading art historians and he brings considerable scholarship to his study of Caravaggio's work. Although there are plenty of other books on Caravaggio, I think that this book is still the best of lot in terms of understanding Caravaggio's art (his life was sufficiently messy and his sexuality ambiguous to spur the mills of contemporary scholarship for many years). Professor Hibbard's writing is sufficiently free from academic claptrap to make it an invaluable guide to both the specialist and the novice.

In this context, Eric G. Flamholtz and Yvonne Randle:

* describe 'pure' types of transformations, including what they have termed Transformations of the First, Second, and Third Kinds:

1. Entrepreneurial transformations to professional management including the special case of family business transformations - First Kind (more detailed discussion and examples of this kind see Chapter 3).

2. Revitalization transformations of established companies - Second Kind (more detailed discussion and examples of this kind see Chapter 4).

3. Business vision transformations - Third Kind (more detailed discussion and examples of this kind see Chapters 5-6).

and note that actual organizations sometimes engage in compound transformations, consisting of more than one type of transformation simultaneously.

* present a framework that managers can use to understand and plan what must be done to build an organization with a high probability of long-term success, and examine four critical factors that influence the design of a successful business enterprise:

1. The 'business concept' that defines the business a company is in.

2. Six key 'building blocks' of organizational success.

3. The 'size' of the enterprise.

4. The 'environment' (markets, competition, and trends) in which the enterprise will exist.

* focus on the strategic transformational planning process in order to provide a tool for assisting in the process of managing transformations.

* examine how to design an organizational structure that will support a firm's transformation.

* examine the issues involved in transforming an organization's structure after a strategic transformational plan has been developed, and show that the choice of the form of organization to help implement a transformational plan is a strategic issue in itself.

* focus on the behavioral aspects of organizational transformations, and describe the important role leadership plays in not only helping to transform the behavior of individuals within an organization, but in changing the overall game that the organization is playing.

* discuss two additional, powerful tools -performance management systems and corporate culture management- that can be used to transform the behavior of all employees within an organization.

* present ten key lessons for Managing Transformations and Changing the Game.

Finally, they argue that "unlike chess and the NCAA basketball tournament, business is a game without an end. There is no national championship tournament for business. The game goes on and on. In a sense, a basketball program is like a business. A given team may win a championship one year, but there is always the next year and the next and the next, just as in business. As soon as one profitable year is completed, the next emerges. There is, however, one constant in the business game year after year: the need to understand the process of managing organizational transformations. Accordingly, the final lesson is: adapt and increase the probability of future success; or remain fixed in the existing paradigm and risk failure. The game is there for the taking".

I highly recommend.