Books – Page 114 – artdiamondblog.com

Chinese Communists Starved 45 Million in Mao’s Famine

Source of book image: http://reviews.libraryjournal.com/wp-content/uploads/2012/08/xun.jpg

(p. C5) It is difficult to look dispassionately at some 45 million dead. It was not war that produced this shocking number, nor natural disaster. It was a man. It was politics and one man’s vanity. The cause was famine and violence across rural China, a result of Mao Zedong’s unchecked drive to turn his country rapidly into a communist utopia and a leading industrial nation.
. . .
(p. C6) . . . important pieces of evidence are being covered up . . . : Some originals transcribed in Zhou Xun’s chastening documentary history, “The Great Famine in China, 1958-1962” ( . . . ) have since been reclassified by the Beijing authorities and vanished once more into closed files.
In 2010, Frank Dikötter produced “Mao’s Great Famine,” an authoritative account of the catastrophe, written with a bravura seldom seen in Western writing on modern China. Impassioned and outraged, Mr. Dikötter detailed the destruction, the suffering and the cruelty or hubris of China’s leaders. Sorting through forgotten and hidden documents with great intellectual honesty, Mr. Dikötter ended his journey pointing his finger directly at Mao, who notoriously said, as he called for higher grain deliveries from the countryside at the height of the famine: “It is better to let half the people die so that the other half can eat their fill.”
. . .
As a teenager in 1959, Mr. Yang watched his father die of starvation. Years later, while working in a senior editorial post at Xinhua, China’s state-controlled news agency, he began his own search for the truth behind the famine. The author spent 20 years tracking down survivors across China and using his authority as a respected Communist cadre to access provincial archives. It was, in part, expiation for his shame in not questioning his father’s death.
. . .
There is no memorial anywhere in China to the victims of the famine, no public monument, no remembrance day. Graves are not marked and mass burial grounds have disappeared into the landscape. The famine’s very existence has been denied. The Communist Party will only admit to “food shortages” and “some difficulties” during the Great Leap Forward. They claim that these setbacks were a result of natural disasters.
Mr. Yang set about writing his book as a tombstone for his father and for every victim who had died from starvation. He was also erecting a tombstone for the system that brought about the Great Famine. First published in Hong Kong in 2008, Mr. Yang’s work is banned in China. The reason is clear: The book challenges the very foundation of the Communist Party’s authority.

For the full review, see:
MICHAEL FATHERS. “BOOKSHELF; A Most Secret Tragedy; The Great Leap Forward aimed to make China an industrial giant–instead it killed 45 million.” The Wall Street Journal (Sat., October 27, 2012): C5.
(Note: ellipses added.)
(Note: the online version of the review has the date October 26, 2012.)

Books under review:
Yang, Jisheng. Tombstone: The Great Chinese Famine, 1958-1962. New York: Farrar, Straus and Giroux, 2012.
Zhou, Xun, ed. The Great Famine in China, 1958-1962: A Documentary History. New Haven, CT: Yale University Press, 2012.

The Dikötter book mentioned, is:
Dikötter, Frank. Mao’s Great Famine. New York: Bloomsbury Publishing, 2010.

Jobs’ Protest Against Mortality: Omit the On-Off Switches on Apple Devices

(p. 571) . . . [Jobs] admitted that, as he faced death, he might be overestimating the odds out of a desire to believe in an afterlife. “I like to think that something survives after you die,” he said. “It’s strange to think that you accumulate all this experience, and maybe a little wisdom, and it just goes away. So I really want to believe that something survives, that maybe your consciousness endures.”
He fell silent for a very long time. “But on the other hand, perhaps it’s like an on-off switch,” he said. “Click! And you’re gone.”
Then he paused again and smiled slightly. “Maybe that’s why I never liked to put on-off switches on Apple devices.”

Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.
(Note: ellipsis and bracketed “Jobs” added; italics in original.)

New York Resisted Roosevelt’s Enforcing “Stupid” Vice Laws

Source of book image: http://media.npr.org/assets/bakertaylor/covers/i/island-of-vice/9780385519724_custom-e38a25fc66f104a049d4d24aa39dbe92d42fbd57-s6-c10.jpg

(p. C9) . . . as Richard Zacks’s excellent “Island of Vice: Theodore Roosevelt’s Doomed Quest to Clean Up Sin-Loving New York” ably shows, while we might like to believe that the stretch from 1970 to 1995 represents the city’s nadir, it was just about business as usual in New York over the centuries.

From its time as a Dutch colonial outpost, the city has always been pretty bad. You’d almost think New Yorkers prefer it that way. Of course, we don’t like fraud, robbery, assault, arson, rape or murder any more than anyone else does. But the deliberate injury of one’s fellow citizen isn’t the only way to break the law. There are also those crimes that fall under the broad category of “vice”: things such as gambling, prostitution, indecent exposure and selling alcohol at a convenient time. Historically, the average New Yorker has not greeted these acts with the same immediate urge to suppress that many of his or her fellow Americans have had. You don’t get a nickname like “The City That Never Sleeps” without having a certain amount of things worth staying up for.
. . .
In the end, Mr. Zacks’s exhaustively researched yet lively story is a classic battle between an irresistible force, Roosevelt’s ego, and an immovable object, the people of New York’s unwillingness to follow laws they thought were stupid. In this case, the object won, and handily. Mr. Zacks’s account of the way the city’s saloonkeepers instantly turned their establishments into hotels to take advantage of a loophole in the law is particularly amusing. Eventually, the police department, not unsympathetic to the Sunday tippler, began finding ways to wriggle out from under the commissioner’s thumb, and beer-friendly Tammany Hall, with the people solidly behind it, began peeling away his allies.

For the full review, see:
DAVID WONDRICH. “BOOKSHELF; Teddy’s Rough Ride.” The Wall Street Journal (Sat., March 17, 2012): C9.
(Note: ellipses added.)
(Note: the online version of the review has the date November 30, 2012.)

Book under review:
Zacks, Richard. Island of Vice: Theodore Roosevelt’s Doomed Quest to Clean up Sin-Loving New York. New York: Doubleday, 2012.

“The Ante for Being in the Room” at Apple Was Brutal Honesty

The following passage is Steve Jobs speaking, as quoted by Walter Isaacson.

(p. 569) I don’t think I run roughshod over people, but if something sucks, I tell people to their face. It’s my job to be honest. I know what I’m talking about, and I usually turn out to be right. That’s the culture I tried to create. We are brutally honest with each other, and anyone can tell me they think I am full of shit and I can tell them the same. And we’ve had some rip-roaring arguments, where we are yelling at each other, and it’s some of the best times I’ve ever had. I feel totally comfortable saying “Ron, that store looks like shit” in front of everyone else. Or I might say “God, we really fucked up the engineering on this” in front of the person that’s responsible. That’s the ante for being in the room: You’ve got to be able to be super honest. Maybe there’s a better way, a gentlemen’s club where we all wear ties and speak in this Brahmin language and velvet codewords, but I don’t know that way, because I am middle class from California.

I was hard on people sometimes, probably harder than I needed to be. I remember the time when Reed was six years old, coming home, and I had just fired somebody that day, and I imagined what it was like (p. 570) for that person to tell his family and his young son that he had lost his job. It was hard. But somebody’s got to do it. I figured that it was always my job to make sure that the team was excellent, and if I didn’t do it, nobody was going to do it.

Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.

Adolphus Busch Was First to Pasteurize Beer

Source of book image: https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcTAFP9Hrx5IMUu1VH2WgoGcF43prrX2QiZx1J770DEx8BcGm55p1g

(p. C9) The first King of Beers was a German immigrant who came to America just before the Civil War. Adolphus Busch set down roots in heavily Germanic St. Louis, used an inheritance to buy a brewery-supply business and married into the Anheuser family, which owned a struggling brewery of its own. Installed as president of the family business (re-christened Anheuser-Busch), Adolphus purchased a beer recipe–you have to love this–used by monks in a Bohemian village named Budweis. The crisp, pale lager was known as Budweiser.
. . .
Adolphus certainly knew how to sell beer. He was the first American brewer to pasteurize his product, meaning that he could store it longer and ship it greater distances. He bought his own rail-car company and glass bottler; in the age of trusts he was a one-man conglomerate. Anticipating the family taste for luxury, Adolphus maintained baronial mansions in St. Louis, Cooperstown, N.Y., and Pasadena, Calif. His style was grand or, as Mr. Knoedelseder puts it, “over-the-top gauche.”

For the full review, see:
Roger Lowenstein. “BOOKSHELF; Fall of the House of Busch.” The Wall Street Journal (Sat., December 1, 2012): C9.
(Note: ellipsis added.)
(Note: the online version of the review has the date November 30, 2012.)

Book under review:
Knoedelseder, William. Bitter Brew: The Rise and Fall of Anheuser-Busch and America’s Kings of Beer. New York: HarperBusiness, 2012.

Real Entrepreneurs Do Not Launch a Startup in Order to Cash In and Move On

The following passage is Steve Jobs speaking, as quoted by Walter Isaacson.
I agree with the part about real entrepreneurs not going public quick in order to cash in. But I disagree that the real entrepreneurs are mainly interested in building a lasting company. I think that often they are mainly interested in getting a project, or a series of projects, done (and done reasonably well). Recall that when Walt Disney couldn’t convince Roy Disney to pursue the Disneyland project, Walt left the main Disney company to pursue the project through a secondary rump Disney company.

(p. 569) I hate it when people call themselves “entrepreneurs” when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on. They’re unwilling to do the work it takes to build a real company, which is the hardest work in business. That’s how you really make a contribution and add to the legacy of those who went before. You build a company that will still stand for something a generation or two from now. That’s what Walt Disney did, and Hewlett and Packard, and the people who built Intel. They created a company to last, not just to make money. That’s what I want Apple to be.

Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.

Much of “A Charlie Brown Christmas” Was Funded Out of Producer’s Own Pocket

Source of book image: http://www.awn.com/files/imagepicker/23/artofpeanuts-cover-620.jpg

(p. C10) Of all the “Peanuts” television specials ever made, the first–“A Charlie Brown Christmas” (1965)–was the Charlie Browniest. The 25-minute special was an underdog, just like its hapless protagonist, and barely made it on the air. CBS gave producer Lee Mendelson so minuscule a budget, we learn in Charles Solomon’s “The Art and Making of Peanuts Animation,” that he was forced to fund the rest out of his own pocket–even though Coca-Cola had already guaranteed sponsorship. When “A Charlie Brown Christmas” pulled in sensational ratings, CBS grudgingly asked for follow-ups. “We’re going to order four more,” a network executive told Mr. Mendelson, “though my aunt in New Jersey didn’t like it either”–a line that Schulz might have written.
. . .
“A Charlie Brown Christmas” established the template, mixing morals and gags in a way that made the peachiness seem endearing. The perfectly pitched dialogue, written by Schulz himself, was voiced (at his insistence) by actual children. The expressionist use of line and color was introduced by director Bill Melendez, and the understated yet supremely catchy Latin jazz scores were the work of pianist-composer Vince Guaraldi and his combo. The tune Guaraldi called “Linus and Lucy” came to be synonymous with “Peanuts” for the generations that grew up on the specials.
While the movements of the characters–especially Snoopy–could be antic, Guaraldi’s scores set a cool counterpoint and provided a sense of serenity that was utterly unique. The characters weren’t always moving–sometimes they would stop and simply listen to each other–and Schulz insisted that there be no laugh track. He made the climax of the drama Linus walking to the center of the school stage to recite from the gospel of Luke–a decision daring even in its day, not least because it stopped the action for an extended period to show a hand-drawn character delivering a lisping speech.

For the full review, see:
WILL FRIEDWALD. “BOOKSHELF; Cheers for Chuck.” The Wall Street Journal (Sat., December 22, 2012): C10.
(Note: ellipsis added.)
(Note: the online version of the review has the date December 21, 2012.)

Book under review:
Solomon, Charles. The Art and Making of Peanuts Animation: Celebrating Fifty Years of Television Specials. San Francisco, CA: Chronicle Books, 2012.

Jobs Believed Great Companies Decline When Salesmen (Rather than Engineers and Designers) Take Over

The following passage is Steve Jobs speaking, as quoted by Walter Isaacson.

(p. 568) I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of (p. 569) the product becomes less important. The company starts valuing the great salesmen, because they’re the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company. John Akers at IBM was a smart, eloquent, fantastic salesperson, but he didn’t know anything about product. The same thing happened at Xerox. When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off.

Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.

Foreign Aid Is Not Effective

Source of book image: http://img1.imagesbn.com/p/9781580054348_p0_v1_s260x420.JPG

(p. C8) In 2002, Tori Hogan was a 20-year-old intern for the international nonprofit Save the Children, helping write a report on the effect of humanitarian aid on children. In a dusty refugee-camp high school in Kenya a teenage student told her: “A lot of aid workers come and go, but nothing changes. If the aid projects were effective, we wouldn’t still be living like this after all these years.” That remark ended Tori Hogan’s “dreams of ‘saving Africa,’ ” she writes in “Beyond Good Intentions,” a book that bypasses sweeping condemnations of the aid industry to reach sometimes less satisfying zones of nuance.
. . .
The most savage writing on this topic comes from authors who have devoted chunks of their lives to conflict zones. In “The Crisis Caravan” (2010), Dutch journalist Linda Polman quotes, to devastating effect, Sierra Leone rebels who claim that they launched mass amputations in 1999 to compete with Congo and Kosovo for international attention and development aid. Michael Maren, the author of “Road to Hell” (2010), lost his child to the aid effort in Somalia.

The book under review is:
Hogan, Tori. Beyond Good Intentions: A Journey into the Realities of International Aid. pb (appears there was no hb edition) ed. Berkeley, CA: Seal Press, 2012.
(Note: ellipsis added.)

The Polman book mentioned above, is:
Polman, Linda. The Crisis Caravan: What’s Wrong with Humanitarian Aid? New York: Metropolitan Books, 2010.

The Maren book mentioned above, is:
Maren, Michael. The Road to Hell: The Ravaging Effects of Foreign Aid and International Charity. New York: The Free Press, 1997.

To Avoid Economic Crises We Need to Look at Evidence from Economic History

(p. 1093) Methodologically, the most fundamental and forceful message from the book is that, by ignoring history and the fact that crises remain frequent, recurrent, episodic events–in both rich and poor countries–almost everyone, including researchers and policymakers, made themselves vulnerable to the wishful thinking encapsulated in the book’s title. There is a deeper statistical point here. Crises, and for that matter large recessions and other phenomena that are of first-order interest given their implications for economic activity, occur at quite a low frequency. They are rare events, meaning that they do not occur so frequently, at least for most countries in a short-span time series. Thus recent experience can be an unfaithful guide for scholars and statesmen alike, a good example being the complacent thinking that accompanied the erstwhile Great Moderation of recent decades even as financial pressures built up nationally and internationally. Possibly the most important lesson that readers will take away from this book is that if we are to do better in future, from our policy thinking in the chambers of power to our macroeconometric analyses in academe, (p. 1094) we need to admit the existence of, and come to grips with, a much broader universe of evidence.

For the full review, see:
Taylor, Alan M. “Global Financial Stability and the Lessons of History: A Review of Carmen M. Reinhart and Kenneth S. Rogoff’s This Time Is Different: Eight Centuries of Financial Folly.” Journal of Economic Literature 50, no. 4 (Dec. 2012): 1092-105.
(Note: italics in original.)

The book that Taylor reviews, is:
Reinhart, Carmen M., and Kenneth Rogoff. This Time Is Different: Eight Centuries of Financial Folly. Princeton, NJ: Princeton University Press, 2009.

Open Systems Limit the Integrated Vision that Creates Great Products

The following passage is Steve Jobs speaking, as quoted by Walter Isaacson.

(p. 568) People pay us to integrate things for them, because they don’t have the time to think about this stuff 24/7. If you have an extreme passion for producing great products, it pushes you to be integrated, to connect your hardware and your software and content management. You want to break new ground, so you have to do it yourself. If you want to allow your products to be open to other hardware or software, you have to give up some of your vision.

Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.