Category: Books

Chernobyl Was Due to “Bureaucratic Incompetence,” Not Due to Technology

(p. C6) Dr. Medvedev’s study of Lysenko was not approved for official publication in the Soviet Union, but samizdat, or clandestine, copies circulated among the intelligentsia. In 1969, the book was translated into English and published as “The Rise and Fall of T.D. Lysenko.”
Dr. Medvedev was fired from his job at an agricultural research laboratory, and within a few months was summoned to a meeting with a psychiatrist, on the pretext of discussing the behavior of his teenage son. Instead, Dr. Medvedev was taken to a holding cell, where he managed to pick the lock and walk away.
Soon afterward, on May 29, 1970, as Dr. Medvedev recounted in his book “A Question of Madness,” he was confronted at his home by two psychiatrists accompanied by several police officers.
“‘If you refuse to talk to us,’ one of the psychiatrists told Dr. Medvedev, ‘then we will be obliged to draw the appropriate conclusions . . . And how do you feel yourself, Zhores Aleksandrovich?’
“I answered that I felt marvelous.
“‘But if you feel so marvelous, then why do you think we have turned up here today?’
“‘Obviously, you must answer that question yourself,’ I replied. “A police major arrived. “‘ And who on earth might you be?’ Dr. Medvedev asked. ‘I didn’t invite you here.’ ”
“He protested, to no avail, that the homes of Soviet citizens were considered private and inviolable to the forces of the state.
“‘Get to your feet!” the police major ordered Dr. Medvedev. ‘I order you to get to your feet!’ ”
Two lower-ranking officers, twisted Dr. Medvedev’s arms behind his back, forced him out of his house and into an ambulance. He was driven to a psychiatric hospital.
The preliminary diagnosis was “severe mental illness dangerous to the public,” and Dr. Medvedev was repeatedly warned to stop his “publicist activities.”
Meanwhile, his brother, Sakharov and other activists for greater openness in the Soviet system sent telegrams and published open letters calling for Dr. Medvedev’s release. One of his friends, the novelist Alexander Solzhenitsyn, then still living in the Soviet Union, condemned Dr. Medvedev’s detention with a bold and blistering statement.
“The incarceration of freethinking healthy people in madhouses is spiritual murder,” he said. “It is a fiendish and prolonged torture . . . These crimes will never be forgotten, and all those who take part in them will be condemned endlessly, while they live and after they’re dead.
“It is shortsighted to think that you can live constantly relying on force alone, constantly scorning the objections of conscience.”
Solzhenitsyn received the Nobel Prize for Literature later that year.
. . .
In 1990, Dr. Medvedev wrote an account of the 1986 nuclear disaster at Chernobyl, which he considered inevitable, with the Soviet Union’s history of scientific and bureaucratic incompetence.
“In the end, I was surprised at how poorly designed the reactor actually was,” he told the New York Times in 1990. “I wanted to write this book not only to show the real scale of this particular catastrophe, but also to demolish a few more secrets and deliberate misconceptions.”

For the full obituary, see:
SCHUDEL, Matt. “‘Scientist exposed agricultural fraud and Soviet incompetence.” The Washington Post (Sunday, Sept. 6, 2018): C6.
(Note: ellipses between paragraphs, added; ellipses internal to paragraphs, in original.)
(Note: the online version of the obituary has the date Sept. 4, 2018, and has the title “‘James Mirrlees, Whose Tax Model Earned a Nobel, Dies at 82.”)

The books by Zhores Medvedev that were mentioned above, are:
Medvedev, Zhores A. The Rise and Fall of T. D. Lysenko. New York: Columbia University Press, 1969.
Medvedev, Zhores A., and Roy A. Medvedev. A Question of Madness: Repression by Psychiatry in the Soviet Union. London: Mcmillan London Ltd., 1971.
Medvedev, Zhores A. The Legacy of Chernobyl. New York: W. W. Norton & Company, 1990.

“Outsider Status” of Surgeons “Permitted Greater Risks and Leaps of Faith”

(p. A19) . . . as Arnold van de Laar reminds us in “Under the Knife: A History of Surgery in 28 Remarkable Operations,” a collection of hypervivid anecdotes and oddities, it was only recently that surgeons were considered the equals of what we would now call internists–doctors who diagnose, prescribe medicine and prognosticate.
. . .
. . . , it has been both the bane and the secret glory of surgery as a vocation that it was relegated for so long to the margins of “decent” intellectual or professional life. Its dodgy, outsider status perhaps permitted greater risks and leaps of faith than were available to nonsurgical physicians, who still found themselves making inchworm progress from the dictates of Hippocrates and Galen. Surgeons worked fast to beat pain and gangrene (so fast that in one case, Scottish surgeon Robert Liston cut off a man’s testicles in a rush to amputate his leg). They used whatever materials seemed to make sense–in some cases gold thread, costly but long-lasting; in other cases branding irons.

For the full review, see:
Laura Kolbe. “The Kindest Cuts.” The Wall Street Journal (Saturday, November 15, 2018): A19.
(Note: ellipses added.)
(Note: the online version of the review has the date Nov. 14, 2018, and has the title “BOOKSHELF; ‘Under the Knife’ Review: The Kindest Cuts.”)

The book under review, is:
van de Laar, Arnold. Under the Knife: A History of Surgery in 28 Remarkable Operations. New York: St. Martin’s Press, 2018.

Rage at Malfunction Led to Invention

(p. B15) A business contemporary of Raymond A. Kroc, who built the McDonald’s chain into the industry leader, Mr. Edgerton started Burger King with $12,000 after managing Howard Johnson’s restaurants in Miami and Orlando, Fla.
. . .
In a 1998 memoir, “The Burger King: Jim McLamore and the Building of an Empire,” Mr. McLamore described Mr. Edgerton as a creative conceptual thinker but also as someone who “never focused very much on details, particularly those concerning financial matters.”
Early on, Mr. Edgerton estimated that profits were running at an eye-popping 28 percent of sales. But the “books” he was looking at turned out to be an assortment of papers stuffed into a peach basket showing that Insta Burger had actually lost money in its first few months.
It was hard for the partners at first. “We were losing our butts,” Mr. Edgerton said in a 2014 interview for this obituary. Paying himself $50 a week, he added, “We starved together.”
A major problem was the frequent breakdowns of the Rube Goldberg-like Insta broiler they had inherited. One day, Mr. McLamore wrote, “the machine began to malfunction just at the moment Dave was standing in front of it,” and the grinding of its metal parts sent him into a rage.
By Mr. McLamore’s account, Mr. Edgerton “reached into his toolbox and grabbed a hatchet” and sank it into the stainless steel mechanism, destroying it. He then shouted, red-faced, “I can build a better machine than this pile of junk!”
Three weeks later, Mr. Edgerton and a mechanic who ran a machine shop had produced a continuous-chain broiler, which would set a standard for all Burger King broilers and become a model for equipment in the industry.
. . .
The business took off, and by 1967 it had more than 400 units in about 20 states, particularly in the East and California, as well as in a few other countries. Its success drew an offer from the Pillsbury Company to buy Burger King.
“I really didn’t want to sell out,” Mr. Edgerton said, but he went along because he had found Mr. McLamore to be “a golfer first and foremost” who wanted more time to indulge his passion and who had no real need to keep working, being married to a woman of wealth.
. . .
He complained that the company, which had a series of jolting ups and downs over subsequent decades, let its menu get too big, and that its plethora of chief executives — “bookkeepers,” he called them — had rarely had experience in the restaurant business.
Asked in the 2014 interview if he regretted walking away from an industry on the verge of a boom that could have made him a billionaire, he pondered the question for a moment and then said, “That’s hindsight.”

For the full obituary, see:
Robert D. Hershey Jr. “David Edgerton, 90, a Burger King Founder Who Sold His Stake for a Bargain, Dies.” The New York Times (Tuesday, April 17, 2018): B15.
(Note: ellipses, and bracketed year, added.)
(Note: the online version of the obituary has the date April 16, 2018, and has the title “David Edgerton, a Founder of Burger King, Is Dead at 90.”)

The memoir mentioned above, is:
McLamore, James W. The Burger King: Jim McLamore and the Building of an Empire. New York: McGraw-Hill, 1997.

Openness to Creative Destruction: Sustaining Innovative Dynamism

My book Openness to Creative Destruction: Sustaining Innovative Dynamism, is forthcoming from Oxford University Press in June 2019.
The book shows how life has improved through innovation, how innovation has occurred through the efforts of inventors and innovative entrepreneurs, how workers on balance benefit from a system of innovative dynamism, and how policies can be crafted to encourage the innovative entrepreneur to bring us more innovations.
A PDF of a handout that includes the current draft of the Table of Contents of my book can be found on the first page of artdiamond.com.
Several scholars have graciously looked at an advance copy of my book, and offered me early praise for it. During the next several weeks I occasionally will present some of their comments. (These will be presented roughly in the order in which I received them.)

“The Ultimate Resource” Is the Human Mind

(p. A13) Fifty years ago this month, Mr. Ehrlich published “The Population Bomb.” In it he portended global cataclysm–unless the world could be persuaded to stop producing so many . . . well . . . people. The book sketched out possible scenarios of the hell Mr. Ehrlich believed imminent: hundreds of millions dying from starvation, England disappearing by the year 2000, India doomed, the average American’s lifespan falling to 42 by 1980, and so on.
Mr. Ehrlich’s book sold three million copies, and his crabbed worldview became an unquestioned orthodoxy for the technocratic class that seems to welcome such scares as an opportunity to boss everyone else around.
. . .
Enter Julian Lincoln Simon.
Simon was a professor of business and economics at the University of Illinois at Urbana-Champaign. In 1981, when this columnist first met him, Julian would smile and say the doom-and-gloomers had a false understanding of scarcity that led them to believe resources are fixed and limited.
. . .
In 1981 he put his findings together in a book called “The Ultimate Resource.” It took straight aim at Mr. Ehrlich. In contrast to the misanthropic tone of “The Population Bomb” (its opening sentence reads, “The battle to feed all humanity is over”), Julian was optimistic, recognizing that human beings are more than just mouths to be fed. They also come with minds.
. . .
. . . , human beings constantly find new and creative ways to take from the earth, increase the bounty for everyone and expand the number of seats at the table of plenty. Which is one reason Paul Ehrlich is himself better off today than he was when he wrote his awful book–notwithstanding all those hundreds of millions of babies born in places like China and India against his wishes.

For the full commentary, see:
William McGurn. “MAIN STREET; The Population Bomb Was a Dud; Paul Ehrlich got it wrong because he never understood human potential.” The Wall Street Journal (Tuesday, May 1, 2018): A13.
(Note: ellipses in first quoted paragraph, in original; ellipses in rest of quotes, added.)
(Note: the online version of the commentary has the date April 30, 2018.)

The Julian Simon book, mentioned above, is:
Simon, Julian L. The Ultimate Resource. Princeton, NJ: Princeton University Press, 1981.

Some Brain Traits Ease Music Learning

(p. C2) A study published in Cerebral Cortex in July [2015] shows that unusual activity in specific neural areas can predict how easily musicians learn their chops.
. . .
The data . . . point to a distinct starting advantage in some people–and where that advantage might reside in the brain. A retroactive examination of the first fMRI images predicted who would be the best learners.
Those with a hyperactive Heschl’s gyrus (part of the cerebral cortex that is associated with musical pitch) and with lots of reactivity in their right hippocampus (an area linked to auditory memory) turned out to be more likely to remember tunes they had heard before and, after some practice, play them well.
The “kicker,” said Dr. Zatorre, was finding that neural head start. “That gives you an advantage when you’re learning music, and it’s a completely different system from the parts of the brain that show learning has taken place. It speaks to the idea of 10,000 hours.” In his book “Outliers,” Malcolm Gladwell called 10,000 hours of practice “the magic number of greatness.” Dr. Zatorre disagrees, saying, “Is it really fair to say that everyone’s brain is structured the same way, and that if you practice, you will accomplish the same thing?”

For the full commentary, see:
Susan Pinker. “Practice Makes Some Perfect, Others Maybe Not.” The Wall Street Journal (Saturday, Aug. 29, 2015): C2.
(Note: ellipses, and bracketed year, added.)
(Note: the online version of the commentary has the date Aug. 26, 2015.)

The print version of the Cerebral Cortex article discussed above, is:
Herholz, Sibylle C., Emily B. J. Coffey, Christo Pantev, and Robert J. Zatorre. “Dissociation of Neural Networks for Predisposition and for Training-Related Plasticity in Auditory-Motor Learning.” Cerebral Cortex 26, no. 7 (July 1, 2016): 3125-34.

The Gladwell book mentioned above, is:
Gladwell, Malcolm. Outliers: The Story of Success. New York, NY: Little, Brown, and Co., 2008.

Tusk Helped Startups Enter by Mobilizing Consumers Who Would Benefit

(p. C6) In August [2018], Mayor Bill de Blasio signed a package of bills capping the number of cars driving in New York City for companies like Uber and Lyft and setting minimum pay for drivers. The mayor had long wanted such restrictions, but for years Uber had successfully pushed back, thanks in large part to strategist and venture capitalist Bradley Tusk.
“The problem is not only did this happen in New York, but now it’s going to happen everywhere,” laments Mr. Tusk, who worked as a consultant for Uber Technologies from 2010 to 2015, earning equity that was eventually worth around $100 million. Under his guidance, Uber mobilized its users to lobby against the legislation and made the case that its service provided transportation to people in the outer boroughs and jobs to immigrants and minorities.
. . .
Since working for Uber, Mr. Tusk has helped other tech companies in similar political battles. As he sees it, politicians too often sacrifice their constituents’ economic interests for their own political gain. “What’s good for politician X isn’t necessarily good for the businesses in his or her district,” he says. “Without at least some people like us, innovation gets crushed by politics and corruption and that’s really bad for the economy and for society.”
. . .
After serving as campaign manager of Mr. Bloomberg’s reelection effort, in 2010 Mr. Tusk founded Tusk Strategies with the goal of running campaigns for companies and institutions rather than politicians. At the time, Walmart was looking for a way to enter markets without pushback from powerful unions. Mr. Tusk urged city councils, including New York’s, to stop blocking its entry by polling customers, launching television ads and mobilizing constituents who wanted the choice of shopping at Walmart.
Then one of Mr. Bloomberg’s former deputy mayors called him with a proposition: “There’s this guy with a small transportation startup. He’s having some regulatory problems. Would you mind talking to him?” It was Uber. The New York City Taxi and Limousine Commission had sent Uber a cease and desist letter, and its then-CEO Travis Kalanick needed someone who understood New York politics. Mr. Tusk mounted successful campaigns on behalf of the company in New York and other cities, including Washington, D.C., and Los Angeles.
. . .
Does he see himself as an example of the revolving door between politics and business? “I’m absolutely using the savvy I learned in the political world–just in a different way than most,” he says. But he has no intentions of ever returning to government. “I felt like I could force more change on the system from the outside,” he says. “Not only am I not doing politics, but most of my work is making politicians crazy.”

For the full interview, see:
Alexandra Wolfe, interviewer. “”WEEKEND CONFIDENTIAL; Bradley Tusk from Political Insider to ‘Fixer’ for Tech.” The Wall Street Journal (Saturday, Sept. 1, 2018): C6.
(Note: ellipses, and bracketed year, added.)
(Note: the online version of the interview has the date Aug. 31, 2018, and the title “WEEKEND CONFIDENTIAL; How Bradley Tusk Went from Political Insider to ‘Making Politicians Crazy’.”)

The book under discussion above, is:
Tusk, Bradley. The Fixer: My Adventures Saving Startups from Death by Politics. New York: Portfolio, 2018.

New York Critic: “I Simply Don’t Care a Damn What Happens in Nebraska”

(p. C14) ‘I simply don’t care a damn what happens in Nebraska,” ranted a New York critic, “no matter who writes about it.”
Or so Willa Cather claimed. In the long leisure of the grave, the alleged scoffer may ponder how it is that a century after its September 1918 publication, Cather’s “My Ántonia,” its every page rooted in Nebraska, remains very much alive and in print–while he is neither.

For the full review, see:
Robert Garnett. “MASTERPIECE; Rooted in America’s Heartland.” The Wall Street Journal (Saturday, Sept. 15, 2018): C14.
(Note: the online version of the review has the date Sept. 14, 2018.)

The book mentioned above, is:
Cather, Willa. My Antonia. New York: Collins Classics, 2019 [1st published 1918].

Entrepreneur Carr’s Philanthropy Harmed Mozambique

(p. C6) It is an old, old story. A wealthy man comes to town, promising change and a brighter future. He’s the expert. He knows best. Inevitably, it doesn’t exactly work out that way.
Stephanie Hanes, an American correspondent for the Christian Science Monitor, spent three years watching one particular version of that fairy tale unfold in central Mozambique.
The wealthy man was Greg Carr. An Idahoan, Mr. Carr had made millions first by selling voice-mail systems and then by running Prodigy, an early internet service provider. At age 40, he turned to philanthropy . . .
. . .
In “White Man’s Game,” Ms. Hanes outlines, in a nonpolemical way, the long history of Western involvement in Africa’s wilderness.
. . .
Turning to the present day, Ms. Hanes takes World Wildlife Fund, Nature Conservancy and other Western groups–known as Big Green–to task for their conservation colonialism.
. . .
She . . . points out that they are a bit cynical. “The conservation industry mirrors the humanitarian assistance industry,” she writes, “with alarmist pledge drives, heart-stirring photos and admonitions to ‘act now!’–all to be repeated for the next grant cycle.”
. . .
It is clear from Ms. Hanes’s account that a complex interplay of social, political and economic matters affected Gorongosa, not just one man’s ambition. The imported elephants inevitably roamed outside the park and into nearby towns, damaging crops and perhaps killing a villager. Mr. Carr’s tree planting, a laudable goal on the surface, was seen negatively by the people there because, culturally, tree planting was a way of marking one’s territory. When visiting a prominent local leader, Mr. Carr arrived in a red helicopter, oblivious to the fact that, in Gorongosi culture, red is the color of violence. For locals, Mr. Carr was the latest in a long line of outsiders invading their land. He destabilized rather than restored.
In the West, Mr. Carr’s work catalyzed praise: a glossy piece on Gorongosa in National Geographic by the noted biologist E.O. Wilson, a profile in the New Yorker. But the reality on the ground was different. Few tourists came to Gorongosa, and a flare-up of civil-war tensions led to violence. Overall the 150,000 Mozambicans who lived in the district, according to Ms. Hanes, saw little measurable improvement in their lives. Park staff even tortured suspected poachers.
In the most powerful scene in the book Ms. Hanes observes Mr. Carr and his associates staring at a map of Mozambique and contemplating expanding the park borders to incorporate a vast swath of land so that animals could migrate again. They wanted to rewild central Mozambique. It was just another example of the “generations of white man standing around maps,” observes Ms. Hanes. They never mentioned the millions of people who lived in those lands.

For the full review, see:
James Zug. “The Do-Gooders’ Playground.” The Wall Street Journal (Saturday, Aug. 5, 2017): C6.
(Note: ellipses added.)
(Note: the online version of the review has the date Aug. 4, 2017.)

The book under review, is:
Hanes, Stephanie. White Man’s Game: Saving Animals, Rebuilding Eden, and Other Myths of Conservation in Africa. New York: Metropolitan Books, 2017.

Origin of “Round Up the Usual Suspects!” at End of Casablanca

(p. C5) David Thomson’s “Warner Bros: The Making of an American Movie Studio” is the latest in the exemplary Yale Jewish Lives series, which now stretches from Jacob the Patriarch to Jacob Wonskolasor, known to the world as Jack L. Warner (1892-1978).
. . .
Jack told Julie Garfinkle that “people are gonna find out you’re a Jew sooner or later, but better later.” Julie became John Garfield. I can’t resist adding that Jack approached Phil and Julie Epstein with the same advice. After turning him down they snuck into his office and stole a piece of stationery. To the newly arrived Don Taylor, a fellow Nittany Lion, they wrote, “All of us at Warner Bros are looking forward to your great career as an actor and to a long and fruitful relationship with you under your new name of Hyman Rabinowitz. Sincerely, Jack L. Warner.”
. . .
(p. C6) As this fine book progresses, Mr. Thomson turns his attention away from the brothers and their studio and onto individual actors and films. These form a remarkable series of critiques and vignettes–cranky, idiosyncratic, sometimes improbable, but always ingenious, and now and then inspiring.
. . .
Of course he has the most to say about “Casablanca,” much of it insightful and cogent. On the one hand, it’s an “adroit masquerade,” yet also part of what it was, and no less is, to be American: “Wry, fond of sentiment yet hardboiled, as if to say we’re Americans, we can take it and dish it out, we’re the best, tough and soft at the same time.” Thus did the qualities of this film, and others, pass “into the nervous system of the country,” making it what it remains to this day.
I am in a position to point out one of the few outright mistakes, not of judgment but of facts, in this book. Mr. Thomson naively accepts screenwriter Casey Robinson’s claim that he created the ending of “Casablanca.” The truth is that the ending was thought up at a red light on the corner of Sunset and Beverly Glen, when Phil and Julie turned to each other, as identical twins will, and cried out, “Round up the usual suspects!” By the time they reached Doheny they knew Maj. Strasser had to be shot and by the time they reached Burbank they knew who was going to get on the plane with whom.

For the full review, see:
Leslie Epstein. “The House That Jack Built; Warner Bros was the smartest, toughest studio, and Jack L. Warner its smart, tough driving wheel.” The Wall Street Journal (Saturday, Aug. 5, 2017): C5-C6.
(Note: ellipses added.)
(Note: the online version of the review has the date Aug. 4, 2017.)

The book under review, is:
Thomson, David. Warner Bros: The Making of an American Movie Studio. New Haven, CT: Yale University Press, 2017.

Disneyland Opened in “Confusion,” “Disorder,” and “Chaos”

(p. B11) On the mid-July day in 1955 when Disneyland opened in Anaheim, Calif., confusion reigned. More people stormed its grounds than expected, rides broke down, food and beverage supplies ran short, and a plumbers’ strike limited the number of working water fountains.
Out in the park that afternoon, amid the disorder, was Marty Sklar, a 21-year-old college junior who was editing the theme park’s 10-cent newspaper. At one point Fess Parker, in full costume as Disney’s television and big-screen Davy Crockett, complete with coonskin cap, approached him on horseback.
Spotting Mr. Sklar’s name tag, Mr. Parker called out for help.
“Marty,” he said, “get me out of here before this horse hurts someone!”
Disneyland recovered well from the early chaos. And Mr. Sklar went on to spend more than a half-century at the Walt Disney Company, as a close aide to Walt Disney himself and eventually as the principal creative executive of the company’s Imagineering unit, made up of the innovators who blend their imaginations and their technical expertise in devising every element of the company’s theme parks.
. . .
He soon became Mr. Disney’s chief ghostwriter for publicity materials, dedications, souvenir guides, speeches, slogans, presentations and short films, like the one that helped the company win approval to build Walt Disney World and Epcot in central Florida. He also collaborated with Walt and his brother, Roy, on Disney’s annual reports.
“It was pretty heady stuff for someone just closing in on his 30th birthday and only six or seven years out of college,” Mr. Sklar wrote in his autobiography, “Dream It! Do It: My Half-Century Creating Disney’s Magic Kingdoms” (2013).

For the full obituary, see:
Richard Sandomir. “Marty Sklar Dies at 83; Became Trusted Aide And Executive at Disney.” The New York Times (Friday, Aug. 4, 2017): B11.
(Note: ellipsis added.)
(Note: the online version of the obituary has the date Aug. 3, 2017, and has the title “Marty Sklar, Longtime Disney Aide and Executive, Dies at 83.”)

Sklar’s autobiography, mentioned above, is:
Sklar, Martin. Dream It! Do It!: My Half-Century Creating Disney’s Magic Kingdoms. Glendale, CA: Disney Editions, 2013.