[V959.Ebook] Ebook Showtime: Magic, Kareem, Riley, and the Los Angeles Lakers Dynasty of the 1980s, by Jeff Pearlman

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The New York Times bestselling author of Sweetness delivers the first all-encompassing account of the 1980s Los Angeles Lakers, one of professional sports’ most-revered—and dominant—dynasties.
 
The Los Angeles Lakers of the 1980s personified the flamboyance and excess of the decade over which they reigned. Beginning with the arrival of Earvin “Magic” Johnson as the number-one overall pick of the 1979 draft, the Lakers played basketball with gusto and pizzazz, unleashing their famed “Showtime” run-and-gun style on a league unprepared for their speed and ferocity—and became the most captivating show in sports and, arguably, in all-around American entertainment. The Lakers’ roster overflowed with exciting all-star-caliber players, including center Kareem Abdul-Jabbar, and they were led by the incomparable Pat Riley, known for his slicked-back hair, his Armani suits, and his arrogant strut. Hollywood’s biggest celebrities lined the court and gorgeous women flocked to the arena. Best of all, the team was a winner. Between 1980 and 1991, the Lakers played in an unmatched nine NBA championship series, capturing five of them.

Bestselling sportswriter Jeff Pearlman draws from almost three hundred interviews to take the first full measure of the Lakers’ epic Showtime era. A dazzling account of one of America’s greatest sports sagas, Showtime is packed with indelible characters, vicious rivalries, and jaw-dropping, behind-the-scenes stories of the players’ decadent Hollywood lifestyles.  From the Showtime era’s remarkable rise to its tragic end—marked by Magic Johnson’s 1991 announcement that he had contracted HIV—Showtime is a gripping narrative of sports, celebrity, and 1980s-style excess.

• Sales Rank: #70726 in Books
• Published on: 2014-03-04
• Released on: 2014-03-04
• Original language: English
• Number of items: 1
• Dimensions: 9.30" h x 1.50" w x 6.25" l, 1.59 pounds
• Binding: Hardcover
• 496 pages

From Booklist
Some books about sports (think George Plimpton or David Halberstam) are the equivalent of literary fiction; some (say, John Feinstein) compare favorably with serious nonfiction about other subjects. Showtime, by the author of Sweetness: The Enigmatic Life of Walter Payton (2011), is more on the order of a celebrity bio. It is gossipy, at times sensationally so (particularly in regard to drug use and sex), and sometimes sophomoric (and cruelly demeaning of lesser players), but it imparts hard-won inside knowledge, and it is certainly entertaining. Many of its individual subjects are true celebrities—the ebullient and charismatic, though problematic, Earvin Magic Johnson; the moody (and far stronger words are used) Kareem Abdul-Jabbar; coach Pat Riley; and even owner Jerry Buss—and with outsize egos to match. But, though not gelling immediately, the L.A. Lakers of the 1980s became, by mid-decade, an extraordinary basketball team, perhaps the best ever, and if their flamboyant style on and off the court belied their discipline and frequent sheer brilliance, it merits the enthusiastic and wide-ranging treatment that Pearlman gives it. --Mark Levine

Review
Praise for Jeff Pearlman and Showtime

"A marvelous and dishy history of the Showtime Lakers, full of bare-knuckled assessments . . . What a tonic Jeff Pearlman's new book is for forlorn Lakers fans suffering through the team's disastrous current season."
—Los Angeles Times

"The Showtime Lakers weren’t just the best team of their era. They were also the most compelling, the most charismatic, the most complex. The Lakers of Kareem, Magic and Riley were to the 1980s what the Yankees of Mantle, Ford, and Stengel were to the 1950s: A team perfectly matched to its time, and place. Jeff Pearlman, typically, delivers the goods, celebrating them for their achievements, pulling no punches on the subject of their shortcomings. This is a vivid portrait of a great team, in full."
—Jeremy Schaap, ESPN commentator, New York Times best-selling author of Cinderella Man and Triumph 

"The names (Magic, Kareem, Worthy, Riley, Buss) and the games (four championships) have long been studied by basketball's anthropologists. But so much of the story of the Showtime Lakers, THE Team of the 80s, took place behind closed doors. Jeff Pearlman, as is his wont, pries them open and finds … a whole lot of L.A. living."
—Jack McCallum, author of New York Times best-seller Dream Team

"An era that redefined the game has found a storyteller more than up to the task. By any measure, Showtime is magic."
—Mark Frost, author of The Greatest Game Ever Played

"Showtime proves to be prime-time literary entertainment. A rocking, roller-coast of a ride it reads like the Lakers of Magic and Riley played—an artistic fast-break of revealing, sometimes shocking tales tinged with sex, drugs and, most of all humanity. You want to know the real story behind a beautifully dysfunctional basketball dynasty? Read this book."
—Armen Keteyian, 60 Minutes Sports

"Showtime is a rollicking ride, full of great characters, killer anecdotes and surprising details. Pearlman is an indefatigable reporter, and here he provides an all-access pass to one of the game's greatest dynasties, with tales of Kareem, Magic, Riley and Jerry Buss in their heyday. It's a book any NBA fan—any sports fan—will devour, likely in one or two sittings."
—Chris Ballard, Senior Writer, Sports Illustrated

"Once again, Jeff Pearlman has produced an exhaustively researched, elegantly written book that recreates one of the most colorful and memorable teams of the modern era. Showtime is a great show indeed, full of colorful (and complicated) characters as well as a trove of details that even the most passionate fans will be amazed to learn. No basketball fan's bookshelf will be complete without it."
—Seth Davis, author of Wooden: A Coach's Life
 

Praise for Showtime

“The Showtime Lakers are the dynasty that forever changed the NBA, transforming a game into an entertainment spectacle. Through his relentless reporting and buoyant writing, Jeff Pearlman has delivered the story in full, from rare insight into Kareem and Magic to what (ital) really (ital) went on after-hours in the Forum Club. Once you start "Showtime," you won't be able to put it down.”
—Adrian Wojnarowski, Yahoo Sports NBA columnist and author of the The Miracle of St. Anthony 

“An era that redefined the game has found a storyteller more than up to the task. By any measure, Showtime is magic.”
—Mark Frost, author of The Greatest Game Every Played

“Showtime proves to be prime-time literary entertainment. A rocking, roller-coast of a ride it reads like the Lakers of Magic and Riley played – an artistic fast-break of revealing, sometimes shocking tales tinged with sex, drugs and, most of all humanity. You want to know the real story behind a beautifully dysfunctional basketball dynasty? Read this book.”
—Armen Keteyian, 60 Minutes Sports

“The names (Magic, Kareem, Worthy, Riley, Buss) and the games (four championships) have long been studied by basketball's anthropologists. But so much of the story of the Showtime Lakers, THE Team of the 80s, took place behind closed doors. Jeff Pearlman, as is his wont, pries them open and finds … a whole lot of L.A. living.”
—Jack McCallum, author of New York Times best-seller Dream Team

"Pearlman is an indefatigable reporter, and here he provides an all-access pass to one of the game's greatest dynasties, with tales of Kareem, Magic, Riley and Jerry Buss in their heyday. It's a book any NBA fan - any sports fan - will devour, likely in one or two sittings."
—Chris Ballard, Senior Writer, Sports Illustrated

Jeff Pearlman, typically, delivers the goods, celebrating them for their achievements, pulling no punches on the subject of their shortcomings. This is a vivid portrait of a great team, in full.”
—Jeremy Schaap, ESPN commentator, New York Times best-selling author of Cinderella Man and Triumph  

"Once again, Jeff Pearlman has produced an exhaustively researched, elegantly written book that recreates one of the most colorful and memorable teams of the modern era. Showtime is a great show indeed, full of colorful (and complicated) characters as well as a trove of details that even the most passionate fans will be amazed to learn. No basketball fan's bookshelf will be complete without it."
—Seth Davis, author of Wooden: A Coach's Life

Praise for Sweetness

"Mr. Halberstam would have been the first to insist that we not confuse fiction with nonfiction, and that we not mistake biography -- the telling of a life -- for hagiography -- the burnishing of a legend. Which was football's big trouble last week, it turns out, as lots of folks who should know better took exception to a new biography of Walter Payton."
—ESPN.com, "The Sporting Life"

Praise for Jeff Pearlman’s Sweetness: The Enigmatic Life of Walter Payton

“Exceptional  . . . a fascinating read about a fascinating man.”
—Dan Wetzel, Yahoo! Sports

“If you want to get the sense of a real life lived by a real person with real beauty within and real warts, start reading.”
—The Indianapolis Star

“Pearlman . . . [is] a skilled biographer.”
—The New York Times

 

"I found the Walter of your book to be more of a hero than the one people refer to."
—Rick Hogan, WGN Sunday Papers

"I have read the book and I can tell you your appreciation of Walter will be heightened if you read the whole book and not just the excerpt." — Rick Kogan

"Jeff Pearlman has written Sweetness: The Enigmatic Life of Walter Payton, which depicts Mr. Payton as perhaps the greatest all-around football player ever, a generous teammate and a loving father."
—Scott Simon, NPR Weekend Edition

"Over the weekend I read an advance copy of Sweetness and found it to be an incredible, thoughtful, deep and profound read. It’s exceptional work.  I wouldn’t let an out-of-context excerpt and some enraged condemnations get in the way of a fascinating read about a fascinating man."
—Dan Wetzel, Yahoo! Sports

"READ THE BOOK...But if you like texture, if you want to get the sense of a real life lived by a real person with real beauty within and real warts, start reading and do so with an open mind."
—The Indianapolis Star

"Pearlman did not set out to expose Payton but to understand him, to identify and define the qualities that made him so appealing. He was a football-playing hero to millions, true, but he was also a human being of considerable complexity. There’s a story in how those two sides intersected, and a skilled biographer gets to that story ... If Walter Payton, magnificent football player and Chicago treasure, is enough for you, ignore the book and cherish your memories. If Walter Payton, flawed but fascinating human being, intrigues you, read it. You might come away with a greater appreciation."
—The New York Times

"If Walter Payton, magnificent football player and Chicago treasure, is enough for you, ignore the book and cherish your memories. If Walter Payton, flawed but fascinating human being, intrigues you, read it. You might come away with a greater appreciation." -New York Times

About the Author
Jeff Pearlman is a New York Times bestselling author and sports writer. He has worked as a columnist for SI.com and ESPN.com, a senior writer for Sports Illustrated, a features writer for Newsday, and a contributor to The Wall Street Journal and CNN.com. He lives in New York.

Most helpful customer reviews

0 of 0 people found the following review helpful.
Another Quality Read From Mr. Pearlman
By Chris ODonnell
As an East Coast guy/Knicks fan who was indoctrinated on hating the "Hollywood Fakers" (thanks Steve Somers), I found the blow by blow account on the Lakers Dynasty a captivating read for any NBA aficionado, let alone a LA fan. I say this with even more sincerity since I haven't watched an NBA game in its entirety in over 15 years and have no plans to.
I still rank his others like The Bad Guys Won ('86 Mets), Sweetness (Walter Payton biography), Love Me/Hate Me (Barry Bonds bio)and Boys Will be Boys (Dallas Cowboys dynasty) higher than this current effort, but this clearly passes muster for anyone interested on how good the Lakers were & how the run & gun of "Showtime" symbolized the NBA during the 1980's. Needless to say, the postseason usually went through LA LA Land.
It's the standard Pearlman format, where he pens a fine chronological narrative with stops to fill in on a particular player's life, upbringing and trajectory to the pro level, as well as an array of sources from the players, their wives, management & beat writers too. His focus on Pat Riley's ever expanding ego and how it rubbed players the wrong way was an eye opener I had no idea about. No wonder he landed in NY not long after. Finally, ending with Magic Johnson's "announcement" was a perfect ending since it didn't dwell on it or go into any expanded detail...as if we needed to.
If you want to know about the unlikeable curmudgeon that is Kareem, Rambis' weirdness, the always cursing & always abrasive Jerry West & the sexual prowess and brilliance of Magic AND owner Jerry Buss (a sports owner's version of Hugh Hefner) then don't hesitate to get this book...unless you're a Celtics fan still haunted by Magic's hook shot in the lane.

0 of 0 people found the following review helpful.
Not As Good As Sweetness
By Chris J.
Good book. I like the author as a writer, but this book pales in comparison to Sweetness because the main characters are mostly still living. I also would've like more on Magic and his life around the time after his AIDS announcement. Kinda felt like the book left me hanging on that front, but I still couldn't put the book down.

Unfortunately I'm comparing him to his last book, and that simply isn't fair. Easy read, interesting time period piece for me on 80s culture.

0 of 0 people found the following review helpful.
Great read, Great Dude
By Matthew B. Mcqueeny
Enjoyed Showtime immensely. It was an amazing thing to be immersed in a time and a place where the grass did literally seem greener over there. While it can have its downsides, there is nothing like Los Angeles, and the mythology of the Showtime Lakers. Jeff brings it all to life with thorough and tireless background and interviews from lesser-known-characters. Jeff also appeared on my podcast, for an hour of great talk (at least on his part): [...]

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Cornelli, by Johanna Spyri

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Trajectory presents classics of world literature with 21st century features! Our original-text editions include the following visual enhancements to foster a deeper understanding of the work: Word Clouds at the start of each chapter highlight important words. Word, sentence, paragraph counts, and reading time help readers and teachers determine chapter complexity. Co-occurrence graphs depict character-to-character interactions as well character to place interactions. Sentiment indexes identify positive and negative trends in mood within each chapter. Frequency graphs help display the impact this book has had on popular culture since its original date of publication. Use Trajectory analytics to deepen comprehension, to provide a focus for discussions and writing assignments, and to engage new readers with some of the greatest stories ever told.

"Cornelli" by Johanna Spyri is a children's classic novel about a 10 year old girl, Cornelli, who is misunderstood by her elders.

• Published on: 2014-10-01
• Released on: 2016-04-08
• Format: Kindle eBook

About the Author
Johanna Spyri (1827-1901), a lifelong resident of Switzerland, began to write stories to earn money for refugees from the Franco-Prussian War. Heidi, her first novel, was also her most successful, though she wrote many other children's books. Spyri's firm belief in the natural innocence of children and their ability to grow up into decent, caring adults if left to their own devices was remarkably similar to that of her Danish contemporary, Hans Christian Andersen.

Most helpful customer reviews

0 of 0 people found the following review helpful.
If you ever read Heidi and enjoyed it, all of her other stories are similar-There ...
By Tess J
If you ever read Heidi and enjoyed it, all of her other stories are similar-There is always hope for the future even in times of sadness.

6 of 6 people found the following review helpful.
Similar in theme to Heidi
By A Customer
I foolishly gave my weatherbeaten hardcover of this book as a gift to a friend of mine when I was thirteen. If only I had known how valuable it was! It's a lovely book, very similar in story and theme to Heidi. Written with the same innocent descriptive tone, but with a few different plot points. Spyri uses a light touch on serious topics, so this book can be a little sad, but never actually scary. Books like it are The Secret Garden, The Little Princess, and of course, Heidi.

2 of 2 people found the following review helpful.
Timeless
By Annemie
Johanna Spyri is one of the best authors of children books - Heidi is her best known book but all her books deal with children, their difficulties at a young age and the right attitude to take. The books have all a deep spiritual side as well and do not necessarily end as expected. Highly recommend any of her books.

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Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

• Sales Rank: #39966 in Books
• Published on: 2011-07-19
• Released on: 2011-07-19
• Format: Deckle Edge
• Original language: English
• Number of items: 1
• Dimensions: 9.50" h x 1.00" w x 6.40" l, 1.35 pounds
• Binding: Hardcover
• 336 pages

Amazon.com Review
Clears out the mumbo jumbo and muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world
 
Developing and implementing a strategy is the central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, a church pastor, the head of a school, or a government official. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” He debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.”

A good strategy is a specific and coherent response to—and approach for overcoming—the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in challenges as varied as putting a man on the moon, fighting a war, launching a new product, responding to changing market dynamics, starting a charter school, or setting up a government program. Rumelt’s
nine sources of power—ranging from using leverage to effectively focusing on growth—are eye-opening yet pragmatic tools that can be put to work on Monday morning.

Surprisingly, a good strategy is often unexpected because most organizations don’t have one. Instead, they have “visions,” mistake financial goals for strategy,
and pursue a “dog’s dinner” of conflicting policies and actions.

Rumelt argues that the heart of a good strategy is insight—into the true nature of the situation, into the hidden power in a situation, and into an appropriate response. He shows you how insight can be cultivated with a wide variety of tools for guiding your
own thinking.

Good Strategy/Bad Strategy uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis.

Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

Amazon Exclusive: Walter Kiechel Reviews Good Strategy Bad Strategy

Walter Kiechel is the author of The Lords of Strategy. Until January 2003, Kiechel served as editorial director of HBP and senior vice president in charge of its publishing division, with responsibility for the Harvard Business Review; HBS Press, the company's book-publishing arm; the newsletter unit (which he helped start in 1996) as well as HBP’s video, reprints, and conference businesses

Considering the source, this is a shocking book. For over 40 years Richard Rumelt has made distinguished contributions to the field of strategy, in his theorizing, teaching, and consulting. Now comes the deponent to tell us that what purports to be strategy at most organizations, not just companies but not-for-profits and governments as well, hardly merits the name. Instead it represents what he calls "bad strategy"--a list of blue-sky goals, perhaps, or a fluff-and-buzzword infected "vision" everybody is supposed to share.

Refreshing stuff this, seeing the corporate emperor revealed not in his imagined suit of armor but rather in something resembling a diaphanous clown suit. Rumelt drives the point home with a simple explanation for why most organizations can't do "good strategy": the real McCoy requires making choices, feeding a few promising beasties while goring the oxen of others at the management table.

But the jeremiad, fun as it is--and it is fun, Rumelt has a good time punching holes in the afflatus of bad strategy--isn't my favorite part of the book. That would be the second section, with the slightly daunting title "Sources of Power." To be useful to a practitioner, a book on strategy needs not only a straightforward framework but also a certain craftiness, a set of ideas that prompt the reader to think "What a neat idea" or "How clever of them." Rumelt has the clear, elegant framework in what he calls the "kernel"--a diagnosis explaining the nature of the challenge, a guiding policy for dealing with it, coherent actions for carrying out the policy.

In "Sources of Power," though, he goes deeper than the merely crafty to identify potential levers of for strategic advantage--proximate objectives, design, and focus, among others--that transcend the purely economic. Repeatedly he demonstrates how to think down through the apparent challenge, with questions and then questions of those questions, to get at what can be the bedrock of a good strategy.

In a final section on thinking like a strategist, we get a sense of what a delight it must be to sit in Rumelt's classroom, or with him on a consulting assignment, as he leads us through the best kind of Socratic dialogue to appreciate the kinds of blinders or mass psychology that can pose the final barriers to our forging clear-eyed strategy.

If you want to make strategy, or be an informed part of the ever-evolving conversation around the subject, you will need to read this book. My bet is that you'll enjoy the experience. --Walter Kiechel

Review
"The most interesting business book of 2011." --Financial Times

“So much that’s said and written about strategy is – from my point of view – complete junk, that I get excited when I hear someone focusing on strategy in a coherent and useful way...A very good book.” --Forbes

“The year’s best and most original addition to the strategy bookshelf." --Strategy+Business

"The whole middle section, about sources of power, is valuable—particularly the explication of the limitations and nuances of competitive advantage.” --Inc

"Clearly written, thoughtful...This book is painful therapy but a necessary read nonetheless." --Washington Times

"Represents the latest thinking in strategy and is peppered with many current real world examples. Good Strategy/Bad Strategy has much to offer and has every chance of becoming a business classic.” --Management Today

"Drawing on a wealth of examples, Rumelt identifies the critical features that distinguish powerful strategies from wimpy ones—and offers a cache of advice on how to build a strategy that is actually worthy of the name.  If you're certain your company is already poised to out-perform its rivals and out-run the future, don't buy this book.  If, on the other hand, you have a sliver of doubt, pick it up pronto!”
--Gary Hamel, co-author of Competing for the Future

“..Brilliant … a milestone in both the theory and practice of strategy. … Vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization.” --John Stopford, Chairman TLP International, Professor Emeritus, London Business School

“… Penetrating insights provide new and powerful ways for leaders to tackle the obstacles they face. The concepts of "the kernel" and "the proximate objective" are blockbusters. This is the new must-have book for everyone who leads an organization in business, government, or in-between.”--Robert A. Eckert, chairman and CEO of Mattel

“…. Richly illustrated and persuasively argued … the playbook for anybody in a leadership position who must think and act strategically. “  --Michael Useem, Professor of Management at  the Wharton School, University of Pennsylvania, and author of The Leadership Moment

 “… Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem.”--James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman.

“This is the first book on strategy I have read that I have found difficult to put down.--John Kay, London Business School

About the Author
RICHARD P. RUMELT is one of the world’s most influential thinkers on strategy and management. The Economist profiled him as one of twenty-five living persons who have had the most influence on management concepts and corporate practice. McKinsey
Quarterly described him as being “strategy’s strategist” and as “a giant in the field of strategy.” Throughout his career he has defined the cutting edge of strategy, initiating the systematic economic study of strategy, developing the idea that companies that focus on core skills perform best, and that superior performance is not a matter of being in the right industry but comes from a firm’s individual excellence. He is one of the founders of the resource-based view of strategy, a perspective that breaks with the market-power tradition, explaining performance in terms of unique specialized resources. Richard Rumelt received his doctoral degree from Harvard Business School, holds the Harry and Elsa Kunin Chair at the UCLA Anderson School of Management, and is a consultant to small firms such as the Samuel Goldwyn Company and giants such as Shell International, as well as to organizations in the educational and not-for-profit worlds.

Most helpful customer reviews

4 of 4 people found the following review helpful.
A Mixed Bag Review
By Heather Sparrow
Rumelt's `Good Strategy Bad Strategy' provides a refreshing, straight-forward take on business strategy basics. Written in an informal tone, the reader can immediately connect with the author. The book demonstrates strategies from large corporations and his personal anecdotes. Rumelt cuts through the common strategy jargon and differentiates real strategy from misguided goal setting. The book follows this pattern, through Chapter 6, at least. Then somewhat unexpectedly, the book turns from `straight-shooting' business strategy to theoretical concepts and meandering stories, leaving the reader wondering, `where exactly this book is headed'.

On the positive side, the book is worth its purchase price for the clarity Rumelt offers on how to create good strategy. He uses the `kernel' method emphasizing the need to identify the structure of a current business challenge, choosing a `guiding policy' for dealing with the challenge, and lastly designing a series of actions or resource allocations in order to implement the `guiding policy'. With his solid advice and focus on action items as the underlying mechanism for effective business strategy, it begs the question in today's market, `how can so many of today's corporations issue strategies that are `fluff' and no action. Rumelt hits the nail on the head with the majority of the examples he uses, one of which, after peeling away the layers of a corporate bank's `strategy' the core message is a bank exists to be a bank. Rumelt uses the bank example to show what strategy is not. Strategy is not a goal setting, is not a budget and is not a laundry list of lofty desirable outcomes. Good strategy is specific and action-oriented.
In the same vein, another positive point for the `Good Strategy Bad Strategy' content is that Rumelt identifies the core element to initiating a good strategy: "discovering the critical factors in a situation" and creating a set of actions to deal with the situation. The emphasis on taking action is a key component of the book. It is often missing in the cultural jargon and `fluff' that other strategic books espouse. In this book, strategy is not disguised as a company's mission and/or values. Additionally, Rumelt highlights that a coherent strategy does not consist of companies with too many objectives; as this ultimately results in a loss of focus.
On the other side of the coin, after Chapter 6 the reader will need to have patience to work through the concepts and examples Rumelt presents. It would be most beneficial if the reader is already well-versed in management strategy and/or has years of on the job experience in order to best apply and thoroughly understand his examples on proximate objectives, chain-link systems and inertia and entropy. The examples come more from his personal consulting experiences and the demonstrative stories are not as direct and to the point as the examples in his first few chapters. The overarching concepts are relevant to strategy, but again unless the reader is well-versed in management strategy the application or replication of these concepts may prove difficult.

Overall, `Good Strategy Bad Strategy' is a recommended read for those interested in business strategy. The no-nonsense approach is refreshing and there are definite `pearls' of strategic wisdom in the book. There are a myriad of examples from history and business cases in which Rumelt's strategic advice draws upon. However, the reader should keep in mind that the later sections of the book are lackluster compared to the first few chapters. With that said, the book should still be given a chance and is worth its investment. All in all, the book is a `mixed bag', but take a chance and see for yourself.

8 of 8 people found the following review helpful.
A Must-Read for All Strategists and Students of Strategy
By Warren Miller
I bought this book soon after it came in mid-2011. I'm just finishing my fourth reading of it. It's a show-stopper. Other reviewers who panned this book either because they think theory has no connection to practice or because they think Richard Rumelt didn't have enough material for a book missed the boat completely. For one thing, as scholar Kurt Lewin said over six decades ago, 'There's nothing quite so practical as good theory.' Good theory doesn't give us the answers. It gives us the questions. And, in my line of work--which is appraising middle market companies and helping them prepare their companies for rapid growth, for much greater profitability, and/or for an ownership transition (sale to either an external or an internal buyer)--more than any other, except for medicine, not asking the right questions can be fatal to a client company's economic health. So we start with good theory.

Good strategy arises from good theory. Rumelt has contributed a plethora of ground-breaking papers to the strategy literature over the past forty years. It began with his Harvard dissertation, 'Strategy, Structure, and Economic Performance', which was later published by the Harvard B-School Press. Even after nearly four decades, it remains the definitive empirical work on diversification, good and bad. An important finding of that book is counterintuitive: that vertical integration (think major oil companies or investor-owned electric utilities) is an uneconomic way to grow. The ignoramuses in economics that masquerade as talking heads on network news programs would have us believe that vertical integration is a true bogeyman. Hogwash. The data don't support that view, not for a minute, and Rumelt blew the whistle on that myth.

His new book is another seminal contribution. He weaves theory and his own considerable consulting experience (both with business and with government) into a coherent and highly readable essay about the formulation of strategy. One of the best--and, I suspect, most underrated--contributions of the book is its enumeration of what makes for 'bad strategy'. Beginning the chapter with that name (p. 32), Rumelt cites four primary contributors, any one of which will do the job:

1. "Fluff. Fluff is a form of gibberish masquerading as strategic concepts or arguments. It uses 'Sunday' words (words that are inflated and unnecessarily abstruse) and apparently esoteric concepts to create the illusion of high-level thinking.

2. "Failure to face the challenge. Bad strategy fails to recognize or define the challenge. When you cannot define the challenge, you cannot evaluate a strategy or improve it." [WDM note: He deals with defining the challenge in Chapter 5, 'The Kernel of Good Strategy.']

3. "Mistaking goals for strategy. Many bad strategies are just statements of desire rather than plans for overcoming obstacles.

4. "Bad strategic objectives. A strategic objective is set by a leader as a means to an end. Strategic objectives are 'bad' when they fail to address critical issues or when they are impracticable."

As other reviewers have noted, the 'new' new thing in this book is the 'strategy kernel'. He defines its three constituent parts as follows:

1. a 'Diagnosis' the defines the nature of the problem;

2. a 'Guiding Policy' for determining whether an idea for dealing with the problem holds water; and

3. 'Coherent Actions' that implement the guiding policy.

My pithy description of the kernel might make it sound trivial. Trust me: it's not. It's deep, mind-bending stuff. We have used it in our practice to reshape my own contribution to the literature, 'Value Maps: Valuation Tools That Unlock Business Wealth' (Wiley, 2010). Rumelt's 'kernel' is now the underlying foundation of each value map we prepare for a client.

But there's more, much more, to Rumelt's book than the kernel. Along the way, he offers up the four components of 'bad strategy': fluff; failing to face the problem; mistaking goals for strategy (take that, Strategic Planners!); and lousy strategic objectives. These may sound like common sense, but they're not. And Rumelt's explication of them is riveting.

He devotes a lengthy chapter to one of the most interesting new aspects in strategy: design thinking. He calls today's master strategist a 'master designer'. He notes that contemporary strategy is not about decision-making. It's about design. He contrasts how Xerox blew its dominance of plain-paper copiers with Paccar's high performance in a low-growth domain. Xerox had plain-paper copiers to itself and then rested on its laurels; I'll bet Coach Jim Harbaugh of the San Francisco 49ers can relate to that. So can Nokia. So can Blackberry (nee Research In Motion). Any coach of a top-rated college football team will attest that it's a lot easier to become #1 than it is to remain #1. The same thing is true in business, only its 'players' aren't on a four-year cycle. (Somehow Rumelt did not mention the serial inability of Xerox to commercialize trailblazing innovations created at its PARC [Palo Alto Research Center] facility: the mouse, the graphical-user interface (the forerunner of Windows), the WYSIWIG text editor, Ethernet networks, and the laser printer. Paccar was lower-profile and just kept on keepin' on, as they say down South. My description doesn't do this chapter justice, so be sure to give it the time and attention it deserves.

The highlight of the last chapter in the book is the 'five intertwined errors in human judgment' that gave us the following disasters: the 2008 financial collapse, the Hindenburg, the Johnstown flood, Katrina, and the BP Gulf oil spill. That commingled quintet comprises:

1. 'engineering overreach' - systems whose defects designers didn't understand until it was too late;

2. the 'smooth-sailing fallacy' - 'the assumption that a lack of recent tremors and storms means there is no risk';

3. 'risk-seeking incentives' - Rumelt notes that the bail-outs of New York City (1975), Continental Illinois Bank (1984), and Long-Term Capital Management (1998) served to encourage people to take huge risks because, if the risks paid off, they got fabulously wealthy, and if they didn't, society stomached the loss. 'Privatize the gain, socialize the loss'. Others would call such policy 'moral hazard';

4. 'social herding' - wherein everyone is doing more or less the same thing, so it seems normal, mutually self-reinforcing, and risk-free. . .until the bottom falls out; and

5. what Rumelt labels 'the inside view' - he cites the fact that talking on one's cell phone while driving multiplies the likelihood of an accident by 5 times, yet drivers do it anyway, secure in the misbegotten belief that those sobering statistics 'don't apply to me because I'm a good driver'.

This is a well-written and powerful book. Each time I've read it, I've learned and spotted insights that I hadn't picked up on before. I think that makes it accurate to say that Richard Rumelt is a man of great wisdom. It just takes some of us a while to pick up on such wisdom because we encounter it so seldom.

27 of 28 people found the following review helpful.
A wealth of practical wisdom
By DonSlive
I am not a strategy specialist. I run a small business and am currently co-chair of a study task force appointed to deal with issues facing our local (UMC) church. Over the years I have looked at a number of books about business planning and strategy and have found interesting things but have always felt that they were written for someone who had to "sound smart" in some meeting or presentation.

I was visiting my brother's house and started reading his copy of Good Strategy/Bad Strategy one evening. I stayed up until 3 a.m. to finish it. There is a wealth of practical wisdom here that is presented without jargon and with a nice garnish of wit.

At first I assumed the "bad strategy" concept would apply to big companies and that I could breeze through it. But, as I got ahold of the argument, I began to see bad strategy all around me. It's there in state government, in the school system, in town planning, at a park where I am a trustee, and, of course, in Washington D.C. This idea has been a real eye-opener to me and I hope that it reaches a wide audience. The benefit is not just to strategy experts, but to ordinary people who need a way of understanding what is right and wrong with the institutions around them.

Even more than the "bad strategy" idea, I found the author's approach invigorating and empowering. Dr. Rumelt doesn't tell you what to do to make a good strategy. Instead, he says that it is the product of insight. In addition, he tells us that a strategy can't be "proven" to be correct. It is simply a good guess ("hypothesis") about what will work. (I sort-of always knew this, but couldn't articulate it in the face of so much expert blather about the best way to plan.) But, he then explains ways of thinking that help generate insight. A strategy is the solution to a problem, he says, so work very hard on defining and understanding the problem. Your insights about strategy will grow with your understanding of the challenge being faced. A strategy is not just about the future, he tells us, which means that we need to set a proximate objective, one that we can focus on getting done now. The proximate objective should be a task, not some performance goal. A good strategy, he explains, concentrates energy where it will have the most effect.

Good Strategy/Bad Strategy has had an immediate effect on our parish study group. I saw that we were building what the book terms a "dog's dinner" strategy and that we needed to focus on a critical "proximate objective." Dr. Rumelt, gives examples, but wisely doesn't tell you much about what your objective should be. Instead, he suggests that the group seek to discover the one thing, the one task, that is doable and which, when accomplished, would make the most difference. No fancy charts or diagrams, just a big WOW!

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The key to success in life and business is to become a master at Conversational Intelligence. It’s not about how smart you are, but how open you are to learn new and effective powerful conversational rituals that prime the brain for trust, partnership, and mutual success. Conversational Intelligence translates the wealth of new insights coming out of neuroscience from across the globe, and brings the science down to earth so people can understand and apply it in their everyday lives. Author Judith Glaser presents a framework for knowing what kind of conversations trigger the lower, more primitive brain; and what activates higher-level intelligences such as trust, integrity, empathy, and good judgment. Conversational Intelligence makes complex scientific material simple to understand and apply through a wealth of easy to use tools, examples, conversational rituals, and practices for all levels of an organization.

• Sales Rank: #21032 in Books
• Published on: 2013-10-01
• Original language: English
• Number of items: 1
• Dimensions: 9.25" h x 6.25" w x .75" l, 1.00 pounds
• Binding: Hardcover
• 256 pages

From Publishers Weekly
Basing her tips on recent neuroscience research, Benchmark Communications CEO and executive coach Glaser instructs readers on how to enhance conversations in a professional setting, and develop new conversational rituals. Case studies illustrate the essential transition up the levels: Level I, which is transactional (how to exchange data and information); Level II, which is positional (how to work with power and influence); and Level III, which is transformational (how to co-create the future for mutual success.) Following her advice, Glaser claims, will help readers adjust their neurochemistry, strengthen their relationships, and influence the way they interpret reality. The book is strongest when Glaser astutely describes issues such as becoming addicted to being right. Specifics for achieving the title&'s promised conversational enhancement become lost, however, due to overwriting and overreliance on contrived acronyms and unnecessary trademarking: Conversational Intelligence ä¢, STAR Skills ä¢, Vital Instincts ä¢. While readers may glean encouragement from the ability to positively affect their interactions, the book&'s tone will deter most readers. Agent: Al Zuckerman, Writers House. (Oct.)

Review
"Glaser's idea of C-IQ provides an excellent guide to improving effectiveness both on the job and outside the office and should stimulate "thinking different" among practitioners, faculty, and students of business. High recommended." — Library Journal, starred review

“Before you can persuade others, you need to know how to listen and how to communicate. With the best of intentions, we can fall back into patterns and old habits that are less than ideal — it’s just the way we’re wired. Conversational Intelligence builds on the fundamental science of communication to help you achieve more attunement with others. If you’re not getting the results you want, maybe it’s time to give your 'C-IQ' a boost.” — Daniel H. Pink, best-selling author of Drive and To Sell Is Human

“In Conversational Intelligence, Judith Glaser takes us on an insightful and in-depth discovery of how trust, the most basic human instinct, creates and fuels the foundation needed to transform cultures and companies. Trust, at its highest level, removes self and enables interactions and conversations to connect teams for higher performance and purpose.” — Angela Ahrendts, CEO of Burberry

“Brilliant! Judith Glaser breaks new ground with Conversational Intelligence. Moving us closer to ‘Emotional Intelligence’ (EI) and ‘Learning Intelligence’ (LI) by leveraging the power of ‘Conversational Intelligence’ (CI), she gives us the profoundly practical tools to integrate emotion, learning, and connected conversations into one seamless, life-changing, and leadership-inspiring process. She is truly the ‘Guru of We’!” — Kevin Cashman, best-selling author of The Pause Principle and Leadership from the Inside Out, and senior partner of CEO & Executive Development, Korn/Ferry International

“Conversational Intelligence is a tour de force spanning new frontiers of research and practice in organizational change. Glaser reminds us that great leadership derives from powerful social exchange and collective solutions that are intricately woven. Intelligence in a digital age is a new admixture: simultaneously crowd-sourced and deeply personal.” — Michael Levine, PhD, executive director of the Joan Ganz Cooney Center at Sesame Workshop and co-author of Pioneering Literacy in the Digital Wild West

“In her new book, Judith Glaser builds a strong case for how the science and power of conversations can markedly improve business success for both individuals and entire companies. Her approach is both practical and profound: through trust building and level-setting the right conversations, leaders can activate higher engagement, deeper commitment, and transformational results with employees, vendors, and customers. A must-read!” — Ed Gilligan, president of American Express

“Drawing on a lifetime of […] advising America’s top executives, Judith Glaser delivers a masterful analysis of the power of conversation, sharing countless examples of how business leaders are driving change and achieving superior results by leveraging the art and science of ‘Conversational Intelligence’ strategies.” — Kathee Tesija, executive vice president of Merchandising and Supply Chain of Target

“If each of us used and embodied the principles of Conversational Intelligence conveyed by Glaser in this book, it would not only create winning outcomes for businesses, it would change the world! This is a must read for anyone who wants to have major impact in the world, and especially for those in leadership. The concept of Level 3 Conversation is a total ‘game changer’!” — Jane Stevenson, vice chairman of Board and CEO Services of Korn/Ferry International, and co-author of the best-seller, Breaking Away: How Great Leaders Create Innovation that Drives Sustainable Growth and Why Others Fail

“Judith Glaser’s new book, Conversational Intelligence, encapsulates the importance of transparency when building respectful relationships that are founded on mutual understanding. In my organization, radical transparency is a core tenet of our business. Glaser’s method supports our practiced philosophy of transparency, but boils it down to the conversational level, making this a practical guide for individual employees, teams, leaders and organizations to work toward mutually agreed upon success.“ — Ryan Smith, co-founder and CEO of Qualtrics, contributor to The Wall Street Journal, and named one of Forbes’ “America’s Most Promising CEOs Under 35” for 2013

“In her new book, Conversational Intelligence, Judith Glaser provides tools that help understand what is going on in our conversations with one another and how to elevate our ‘Conversational Intelligence’. Conversations that facilitate connectivity with others enable us to activate our higher executive functions to help build common goals throughout an organization. Conversational Intelligence is a must-read for everyone in an organization driving for high quality relationships, shared success and strengthening the organization's ability to make good decisions.” — Alessa Quane, Chief Risk Officer, AIG

“Words are the ideas on which change is built — if we can see the world we want, we need to learn to express that vision in ways that engage others to join our movement and make it a reality. Conversational Intelligence is crucial for that to happen!” — Caryl Stern, president and CEO of the U.S. Fund for UNICEF and author of I Believe in Zero: Learning from the World's Children

“So, you think you have the gift of gab? That you’re an experienced communicator and it’s served you well in your career? Think again. Great communication, rather than being a programmed trait, is actually a hard-won skill, and learning how to communicate well requires a master guide. Now we have one. Judith Glaser, an internationally respected executive coach and consultant, has broken the mold with her latest book, Conversational Intelligence…. Simply said, this book is a find.” — Jon Entine, executive director of the Genetic Literacy Project, George Mason University, fellow at the American Enterprise Institute, Washington, DC, and author of Taboo and Abraham’s Children

"In modern-day businesses that operate across continents, cultures, or vast generational differences, a mere turn of phrase can mean conflict, chaos, and wasted resources. Glaser's new book, Conversational Intelligence, will help leaders at all levels learn to engage their heads and hearts to generate trusting relationships that drive their companies to being really great local and global players.” — The Honorable Mary K. Bush, president of Bush International and senior managing director of Brock Capital Group, LLC

“In a world with increasingly more information with often less relevance, Judith Glaser has written a primer on taking our daily conversations from typically superficial transactions to meaningful ones in an effort to transform the world around us. Using neuroscience, social science research, and a dose of folk wisdom, Conversational Intelligence presents models, tools, and examples relevant to enhancing any part of our professional and personal communication lives.” — Sandra L. Shullman, Ph.D., managing partner of Executive Development Group, LLC

“In my experience there are books that stimulate the mind, there are books that inspire the heart, and there are books that give practical tools for application. However, it is rare when you find a book that accomplishes all three. Conversational Intelligence is one of those rare books. Judith Glaser’s wisdom and insight draw the reader into the ‘heart’ of her message: ‘To get to the next level of greatness depends on the quality of the culture, which depends on the quality of relationships, which depends on the quality of conversations. Everything happens through conversations.’” — Michael J. Stabile, Ph.D., clinical professor in the Department of Educational Leadership and Human Resource Development, Xavier University, and founder and president of FutureNow Consulting, LLC

“Judith Glaser’s years of study and experience as an executive coach in large companies have brought her profound insights that manifest themselves in this book of effective strategies underpinned by science and the wisdom of her own heart. Every executive, manager, and coach can benefit from understanding and developing Conversational Intelligence.” — Deborah Rozman, Ph.D., CEO of Institute of HeartMath

From the Back Cover
"In Conversational Intelligence, Judith Glaser takes us on an insightful and in-depth discovery of how trust, the most basic human instinct, creates and fuels the foundation needed to transform cultures and companies. Trust, at its highest level, removes self and enables interactions and conversations to connect teams for higher performance and purpose." -- Angela Ahrendts, CEO of Burberry

"Brilliant! Judith Glaser breaks new ground with Conversational Intelligence. Moving us closer to 'Emotional Intelligence' (EI) and 'Learning Intelligence' (LI) by leveraging the power of 'Conversational Intelligence' (CI), she gives us the profoundly practical tools to integrate emotion, learning, and connected conversations into one seamless, life-changing, and leadership-inspiring process. She is truly the 'Guru of We'!" -- Kevin Cashman, best-selling author ofThe Pause Principle and Leadership from the Inside Out, and senior partner of CEO & Executive Development, Korn/Ferry International

"Conversational Intelligence is a tour de force spanning new frontiers of research and practice in organizational change. Glaser reminds us that great leadership derives from powerful social exchange and collective solutions that are intricately woven. Intelligence in a digital age is a new admixture: simultaneously crowd-sourced and deeply personal." -- Michael Levine, PhD, executive director of the Joan Ganz Cooney Center at Sesame Workshop and co-author of Pioneering Literacy in the Digital Wild West

"In her new book, Judith Glaser builds a strong case for how the science and power of conversations can markedly improve business success for both individuals and entire companies. Her approach is both practical and profound: through trust building and level-setting the right conversations, leaders can activate higher engagement, deeper commitment, and transformational results with employees, vendors, and customers. A must-read!" -- Ed Gilligan, president of American Express

Most helpful customer reviews

96 of 99 people found the following review helpful.
Mis-named?
By Kelley A Hails
The principles espoused are terrific mind sets for leaders and groups, yet are simply common sense for relationship building. The primary message is to put the relationship first, and through enhanced trust all obstacles (essentially fear) melt away. However, I was looking for more practical supports for linguistic change, and I didn't find it. Leaders most in need of trust building exercises are those who have never experienced what these conversations sound like, and unfortunately they will not learn it here. They will be reminded of the principle of sharing and discovering, (relationship building), but only one small paragraph actually provides linguistic samples of actual conversations. This book has very little in the way of example conversations, but more in the way of example meeting strategies. Leaders can't utilize language skills they don't have, and regrettably I found no assistance here.

4 of 4 people found the following review helpful.
Could have been written shorter ...
By heartofshepherd
To be fair, this book puts together excellent frameworks for setting up productive co-creating conversations in a structured way. The 3 levels of conversation, the dashboards, the 5 brains, the TRUST model, the FORCES model, etc., are all useful framing of some commonsensical but powerful body of knowledges that work towards building great conversations and trust. Judith provides some great examples and cases of conversations for each model that she has worked with actual clients that illustrates the concepts. But I give a three stars because the book is too lengthy, with multiple repetition of the same points written over and over again, even within the same chapter. I certainly appreciate the power of reinforcement, but when it come across as a "collection of separate lectures" rather than a unified production of coherent thoughts, I would expect a book written on "intelligence" to be produced with strong writing intelligence.

2 of 2 people found the following review helpful.
An intelligent book about conversations we take for granted...
By Patsi Krakoff
As a writer and editor of leadership development content, I read or scan 3-4 business books a week. Rarely do I take the time to write a review and this will be brief so I can get back to my work. Dr. Glaser has written one of best leadership books with clear descriptions of what goes on in the brain as we engage in conversations. Conversations can be so much more than simple exchange of information. They are how we form trust... or create distrust.

When leaders fail to grasp the importance of the words they choose and the questions they ask, they fail to sow the seeds of influence. This book is full of key concepts every leader should know and practice, packaged in easy to understand and implement language and graphics. Initially I was put off by the title, thinking it was a play off of similar terms like Emotional Intelligence. But it's much more than that. Read it, you'll be glad.

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"The first magnetic recording device was demonstrated and patented by the Danish inventor Valdemar Poulsen in 1898. Poulsen made a magnetic recording of his voice on a length of piano wire. MAGNETIC RECORDING traces the development of the watershed products and the technical breakthroughs in magnetic recording that took place during the century from Paulsen's experiment to today's ubiquitous audio, video, and data recording technologies including tape recorders, video cassette recorders, and computer hard drives.

An international author team brings a unique perspective, drawn from professional experience, to the history of magnetic recording applications. Their key insights shed light on how magnetic recording triumphed over all competing technologies and revolutionized the music, radio, television and computer industries. They also show how these developments offer opportunities for applications in the future.

MAGNETIC RECORDING features 116 illustrations, including 92 photographs of historic magnetic recording machines and their inventors."

Sponsored by:
IEEE Magnetics Society

• Sales Rank: #3021873 in Books
• Brand: Brand: Wiley-IEEE Press
• Published on: 1998-08-31
• Original language: English
• Number of items: 1
• Dimensions: 9.74" h x .74" w x 7.01" l, 1.37 pounds
• Binding: Paperback
• 370 pages

Features

• Used Book in Good Condition

From the Back Cover
Electrical Engineering/History of Technology Magnetic Recording The First 100 Years The first magnetic recording device was demonstrated and patented by the Danish inventor Valdemar Poulsen in 1898. Poulsen made a magnetic recording of his voice on a length of piano wire. Magnetic Recording traces the development of the watershed products and the technical breakthroughs in magnetic recording that took place during the century from Poulsen’s experiment to today’s ubiquitous audio, video, and data recording technologies, including tape recorders, video cassette recorders, and computer hard drives. An international author team brings a unique perspective, drawn from professional experience, to the history of magnetic recording applications. Their key insights shed light on how magnetic recording triumphed over all competing technologies and revolutionized the music, radio, television, and computer industries. They also show how these developments offer opportunities for future applications. Magnetic Recording features 116 illustrations, including 92 photographs of historic magnetic recording machines and their inventors.

About the Author
About the Editors Eric D. Daniel has worked in magnetic recording since 1947. He worked ten years with the BBC Research Department, three years at the National Bureau of Standards, two years at Ampex, and twenty years at Memorex. As Director of Research at Memorex, Mr. Daniel worked on a wide variety of magnetic recording media, including computer, instrumentation, video and audio tape products, and rigid and flexible disks. In 1979 he was elected as a Fellow of Memorex, and in 1982 he retired from full-time employment.
Denis Mee worked on audio recording for five years at CBS Laboratories. He then worked thirty years at IBM where he specialized in advanced storage technologies, including magneto-optical storage, magnetic recording heads, media, and recording subsystems for computer rigid disks. In 1983 he was elected as an IBM Fellow, and in 1993 he retired from IBM. Dr. Mee continues to represent a consortium of companies supporting storage research at various universities.
Mark H. Clark is Assistant Professor of History in the Humanities and Social Sciences Department at Oregon Institute of Technology. An authority on the early history of audio magnetic recording, Dr. Clark spent the summer of 1996 as a Fulbright Professor at the University of Aarhus, Denmark where he researched the life of Valdemar Poulsen.

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5 of 5 people found the following review helpful.
Worth the cost
By Chris Sterling
While surely not inexpensive for a paperback book, this is an important study---perhaps the best single volume relating the history of magnetic sound, video, and data recording methods over a century. Written by a number of Institute of Electrical and Electronic Engineers (IEEE) authorities, the 20 chapters provide clearly-written and well-illustrated (nearly 100 photos and a host of diagrams) accounts of the rise of various modes of recording. One need not be an engineer (I'm not!) to understand the discussions here.
Of special value is the pulling together of material on all of these methods in one place, allowing ready comparison of who did what and when. We learn about inventors, marketing, hardware, and the means of recording, allowing a clearer understanding of how later developments built upon earlier ones. Some of the principles of modern videocams, for example, have been known for decades.
Each chapter includes references to contemporary studies and more recent research, allowing the reader to pursue topics at greater length. In all, this is a valuable anthology of original research that sheds considerable light on a fascinating story.

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