The Imperial Cruise by James Bradley

In 1905, then Secretary of War William Taft and a host of other American dignitaries took a tour of Pacific islands and Asian nations. James Bradley tells the story of this trip, along with the wider contest of President Theodore Roosevelt’s policies toward Pacific expansion and Asia, in The Imperial Cruise.

Roosevelt, with Taft as his right hand, engaged in secret diplomacy with Japan. The Senate would not have approved a treaty with Japan with terms Roosevelt wanted, and his own State Department would have strongly advised against his course. So Roosevelt sent Taft to consummate a secret deal that he could never acknowledge.

By the time Taft set sail, Japan was already responding to interactions with the West. It was remaking itself into an industrialized, militarized country in the western mold. Roosevelt saw in them American-friendly, quasi-civilized people who could expand Anglo-Saxon virtues into Asia without slipping out from under Anglo-American influence. As with almost everything related to the Pacific and Asian peoples, Roosevelt was very shortsighted.

In reading about the early 20^th Century, I’ve been struck by the pervasiveness of racism. Bradley explains how Roosevelt viewed everything through a racial lens. These were racial lenses were proudly worn by white elites at the time. The key to history was racial history. They saw the birth of civilization in the Middle East with the Aryans, who began moving west. Around the Mediterranean, where the Aryans mixed with other races, civilizations degenerated. In Germany, pure Aryans gave rise to Teutons, who inherited Aryan civilizing with values of democracy and individualism. These Teutons moved west and were further perfected in the Anglo-Saxons. Anglo-Saxon civilization leapt across the Atlantic and push aside the savages of North America. To Roosevelt, Manifest Destiny had not closed with the conquering of the continent; it was ready to spread into the Pacific. White men would continue to spread their civilizing influence, subjugating or exterminating lesser, browner races when necessary as white Americans had done to their Indian wards. White elites like Roosevelt saw their westward destiny in this racial history, and it was further confirm by science in Darwinian survival of the fittest.

History and science refute such notions now. Bradley (and I) certainly don’t try to justify the attitudes or actions of Roosevelt, Taft or others. Bradley is plainly critical of handling of Pacific islands and Asia. Roosevelt’s racial views blinded him to the abilities and patriotism of non-whites. He had the hubris to pursue diplomacy on his own, secretly, without advice from the State Department, Senate or anyone else who might raise the slightest objection or concern. He tutored Japan in the ways of western imperialism, but could not imagine how well they would learn the lessons. Bradley places at least some of the blame for World War II in the Pacific at the feet of Roosevelt, whose interventions created the powerful military empire we faced in those waters.

Roosevelt was an astute manager of his image and he understood public relations. Because of this, he sent his oldest (and nearly estranged) daughter Alice on the trip. She was a celebrity, and her presence assured a lot of press coverage. Her presence was also a distraction from Taft’s secret mission.

If you’re interested in this book, you may also be interested in

Dreams of Iron and Steel by Deborah Cadbury

The Fifth Heart by Dan Simmons

First Samuel

Life is So Good by George Dawson & Richard Glaubman

Planck by Brandon R. Brown

Undaunted Courage: Meriwether Lewis, Thomas Jefferson, and the Opening of the American West by Stephen Ambrose

Water by Steven Solomon

Bradley, James. The Imperial Cruise: A Secret History of Empire and War. New York: Little, Brown and Company, 2009.

The 80/20 Manager by Richard Koch

Richard Koch is an author and former business consultant who has emphasized the Pareto Rule, which he has branded the 80/20 principle, as a basis for personal improvement, management and organizational development. In The 80/20 Manager, he particularly focuses on managers in businesses.

The basic principle is that 80 percent of the results are produced by 20 percent of the inputs. For instance, a great majority of a company’s profits will result from a few of its customers and products. Similarly, 80 percent of the problems are caused by 20 percent of the constraints. A manager can be more productive by focusing his time and energy on the few things that really matter for producing big results and not wasting it on the many other things that don’t have much effect.

Koch identifies ten types of managers who make use of the 80/20 principle. He has a chapter on each type showing how they find and focus on the vital few things the produce big results. An individual manager is unlikely to operate in all these realms equally. Use the principle and find the one or two types that are likely to produce the best results for you and your organization  and concentrate on developing those skills. As you advance, you may add new or more advanced management strategies if they have the potential to work for you.

The book is a bit uneven in the description of these types of managers. In some cases, Koch provided definite strategies or skills, specific ideas or actions, and examples from the experiences of managers. In others, some ideas are presented, but less concretely.

I found some things in this book that resonated with me. These were areas where I already have talent or skill that is particularly valuable in my work. It makes sense that these are areas where I can get the best results by moving from good to excellent while also requiring the least effort. Perhaps that is the best value of Koch’s discussion of the types of manager; it breaks a broad concept down into more discrete, understandable pieces that give you something to hold onto and a place to start.

If you’re interested in this book, you may also be interested in

The 4-Hour Workweek by Timothy Ferriss

Koch, Richard. The 80/20 Manager: The Secret to Working Less and Achieving More. New York: Little, Brown and Company, 2013.

Rock Breaks Scissors by William Poundstone

People are terrible at producing randomness. We are very bad at recognizing it, too. In his book Rock Breaks Scissors, William Poundstone describes the ways we misunderstand randomness. In addition, he shows how knowledge of this blind spot can help us to make better decisions, or at least help us to avoid being duped by fraudster or our own minds.

The early chapters of the book describe how researchers have come to identify our biases related to randomness perception, even if we do not wholly understand it. Poundstone avoids the textbook psychology and pulls examples from interesting sources such as mass experiments in parapsychology (designed to sell radios) and a machine that beats people at a child’s outguessing game using a simple algorithm.

These experiments reveal two important things about our perceptions for randomness. First, we are almost incapable of intuitively recognizing true randomness and prone to identify as random things that aren’t. In addition, we have all manner of unconscious preferences that show themselves when we try to be random, though we’re unaware of their appearing.

The book takes its title from another child’s outguessing game: rock-paper-scissor. I risk angry comments with this description, because some people take the game very seriously. Serious players have strategies for playing the game. These strategies probably provide little advantage over advanced players, but may give you an edge over ordinary players. My own impromptu experiment seemed to confirm it. (This is another trap we fall into: seeing patterns and drawing conclusions from small data sets that may be random.)

Another way our inability to be random is used is in detecting fraud. We can expect certain sets of number to occur in certain distributions of frequency. For instance, Benford’s law describes the frequency of first digits in numbers. The most common first digit is one, and the frequency declines for each digit to nine (leading zeros are ignored for the first digit). If the distribution of first digits is different, and especially if there are thresholds that may be associated with incentives, then there may be some fudging of the number. In other cases, you might expect the frequency of occurrence to be equal, such as the last two digits of numbers. People will avoid digit pairs that don’t seem random and unconsciously favor certain pairs. An uneven distribution of these pairs could be another sign of fraud. Keep this in mind when you’re preparing your taxes.

The utility of Poundstone’s strategies varies widely. The outcome of rock-paper-scissors means little to most of us (I would not risk something I care greatly about on it). On the other hand, a patient, long-term investor might gain an edge on the market that could amount to a lot of money over time. The chapter for homebuyers might also save you a lot of money by helping you avoid an overpriced market. Use caution, though. Poundstone is pointing out how you might outguess people, because people have trouble with randomness. You’re not going to outguess the lottery because truly random things can’t be outguessed.

William Poundstone also wrote Fortune’s Formula.  If you’re interested in this book, you may also be interested in

Chance by Amir Aczel

The Drunkard’s Walk by Leonard Mlodinow

The Numbers Game by Michael Blastland & Andrew Dilnot

Poundstone, William. Rock Breaks Scissors: A Practical Guide to Outguessing and Outwitting Almost Everybody. New York: Little, Brown and Company, 2014.

Outliers by Malcolm Gladwell

Prior to reading Malcolm Gladwell’s book Outliers, I had seen it referenced by others in relation to the so-called “10,000-hour rule.” This is the concept that mastery of a complex skill takes about 10,000 hours of practice. This idea is not original to Gladwell, but his book popularized the concept.

That is not at all the point of Outliers. Instead, Gladwell takes on myths of success, especially the myths of genius and the self-made man. Certainly people of extraordinary achievement are intelligent and hard-working, but Gladwell shows that they also the beneficiaries of opportunities provided by their culture, sometimes very unique opportunities.

To start, Gladwell tackles our enchantment with intelligence (or talent). He describes research that shows that intelligence matters very little after it reaches some threshold. Once someone has enough intelligence to succeed at something, whether he succeeds for the degree of his achievement is not determined by intelligence. Other things are more important.

One of those other things is the amount of work someone puts into improving a skill (going back to the 10,000-hour rule). Even for a very motivated person, it is hard to put 10,000 hours into learning and improving any complex skill, especially while relatively young. Drawing from many cases (including Bill Gates and Mozart), high-achievers were enabled by opportunities provided by the culture (family, economic situation, law, technological development, etc.). In addition, they gained their mastery at a time when those abilities were highly valued (another cultural contribution that is often time-limited).

After establishing this foundation, Gladwell looks at other aspects of culture and success. Culture can contribute to success and hinder it. Cultures are persistent, yet some have found ways, at least in certain contexts, of overcoming limits to opportunities and opening the doors to success.

Culture matters. We like stories of the lone genius or plucky rag-to-riches go-getter. Without discounting their talent or effort, Gladwell shows that these stories typically veil the many opportunities and lucky breaks that were available to these successful people that very often were not available to others.

The implication is that we rely on luck to produced highly successful people, and luck doesn’t strike often. We could create cultures that provide more opportunities for more people. There are plenty of smart-enough people. Many of them are willing to work hard at something meaningful (itself something that is a cultural heritage). We might have many more successful people, and even more of those extraordinary performers, if we got serious about providing opportunities for everyone.

Malcolm Gladwell also wrote

Blink

If you’re interested in this book, you may also be interested in

The First 20 Hours by Josh Kaufman

The Genius in All of Us by David Shenk

Mindset by Carol S. Dweck

The Organized Mind by Daniel J. Levitin

Rapt by Winifred Gallagher

Succeed by Heidi Grant Halvorson

Your Intelligence Makeover by Edward F. Droge, Jr.

Gladwell, Malcolm. Outliers: The Story of Success. New York: Little, Brown and Company, 2008.

The Fifth Heart by Dan Simmons

Novelist Henry James seems like an unlikely partner to fictional detective Sherlock Holmes. Dan Simmons pairs them in his novel The Fifth Heart. James provides Holmes with access to the inner circle of American politics, where Holmes investigates the death of Clover Adams, wife of historian Henry Adams. Together, they thwart an attempt to assassinate President Grover Cleveland at the opening of the Chicago Columbian Exhibition.

In some ways, Simmons draws from the weakest of genre writing, such as the fortunate happenstance of James and Holmes meeting on the bank of the Seine, where the story begins. Simmons writing in this style is not weak, though. He also writes in more literary style, though not a densely written as James’ novels, and uses the likes of upper-class dinner parties to explore social customs and mores.

One of the ways Simmons creates a deep sense of the setting is by constantly dropping names. Many of the characters in the book, or their real counterparts, were famous or well-connected in their day and actually knew each other, such as Adams, the Hays, James, and Samuel Clemens. They also knew, or knew about, a lot of other famous or well-connected people, so the discussion of all these names seems natural. I started jotting down the names, and I recorded more than 100 (some are listed below). Some were fictional (like Hercule Poirot), but many were real people.

On the whole, the novel is a good adventure full of interesting characters. Simmons goes a little deep into philosophy in a consideration of what it means to be a real person, or the potential reality of fictional people (Holmes suspects he may be fictional). The book can be enjoyed without sweating that point.

In a sense, all the characters in the book are fictional, even if they are based on real people. The Holmes of this novel describes the symptoms that indicate he may be fiction, such as the fog he experiences between adventures, and the James of this novel experiences the same thing. Of course, many of us experience arriving home from work and having almost no recollection of driving, so some fogginess may be a natural part of memories and the way we form them (or don’t form them).

If you’re interested in this book, you may also be interested in

Fic by Anne Jamison

The Peerless Peer by Philip Jose Farmer

The Seven-Per-Cent Solution by Nicholas Meyer

The Sherlockian by Graham Moore

Simmons, Dan. The Fifth Heart. New York: Little, Brown and Company, 2015.

Henry Adams

Marian (Clover) Hooper Adams

Irene Adler [fictional]

Alexander Agassiz

William Waldorf Astor

Henry Ward Beecher

John Bonfield

Paul Bourget

William G. Brock

Daniel Hudson Burnam

James Donald Cameron

Walter Camp

Enrico Caruso

Samuel Clemens (Mark Twain)

Frances Folsom Cleveland

Grover Cleveland

Willkie Collins

Edward Compton

Stephen Crane

Captain Sir George Mansfield Smith Cumming

Charles Dodgson (Lewis Carroll)

Montague Druitt (suspected of being Jack the Ripper)

Andrew L. Drummond

Edmund Gosse

H. Rider Haggard

Carter Henry Harrison

Adelbert “Del” Hay

Clara Hay

Helen Julia Hay

John Hay

Sven Anders Hedin

Mycroft Holmes [fictional character]

Oliver Wendell Holmes, Jr.

Sherlock Holmes [fictional character]

Isabella Beecher Hooker

Edward Hooper

William Dean Howells

Victoria Woodhull

Henry Irving

Henry James

Francis Scott Key

Phillip Barton Key

Clarence King

Rudyard Kipling

Peter Kropotkin

Fritz Krupp

Louis Jean-Baptist Lepine

Henry Cabot Lodge

Robert McClaughry

George McClellan

Charles Macready

Errico Maltesta

William Melville

Sebastian Moran [fictional character]

James Nolan Moriarty [fictional character]

Richard Monckton Milnes

Carl Gottfried Neumann

Charles H. Pearson

Hercule Poirot [fictional character]

Henry Rathbone

Elisee Reclus

Henrietta Reubell

Henry Hobson Richardson

Edmund Rice

Elizabeth Robins

William Rockhill

Theodore Roosevelt

John Singer Sargent

Rudolph Schnaubelt

Heinrich Schliemann

William Seward

Daniel Sickles

Teresa Bagioli Sickles

Ainsworth Rand Spofford

Edwin Stanton

Elizabeth Cady Stanton

Adlai E. Stevenson

Robert Louis Stevenson

Harriet Beecher Stowe

Benjamin Tayloe

Annie Royle Taylor

Minnie Temple

Emile Jean-Horace Vernet

Carl Aver von Welsbach

A. B. Walkley

Fanny White

Garnet Wolseley

Constance Fenimore Woolson

Get Your Sh*t Together by Sarah Knight

The title of Sarah Knight’s book, Get Your Sh*t Together, suggests what is inside. There is cursing on practically every page. There is tongue-in-cheek humor. There is advice on how to set goals and achieve them.

If you’ve read many books on self-help, getting organized, setting goals and success, Knight’s recommendations won’t be new to you. However, many will find her style helpful and appealing. She writes with directness, simplicity and humor.

She has a take on motivation that you don’t see everywhere: focus on what annoys you. A lot of people advise that you conjure up a richly detailed vision of the life you want. That is hard. The vision can seem out of reach. You don’t have to imagine annoying things; they are right there bothering you. If you can do something to reduce the annoyance, you’ll want to, and if some series of steps will eliminate it, they’ll seem worth the effort. The life you want may reveal itself as you shed the annoying things you want to get rid of.

Once you have a goal (stop this annoying thing by taking some action), you need a plan that breaks into manageable steps. You’ll also need to set aside time to give your energy and attention to taking those steps. It also takes commitment to follow through.

Because it takes time to get things done, you may need to make time by spending less of it on other things. Knight discusses priorities. I’ve observed that the people who are the worst at having it together seem to have no priorities. If you can learn to spend more time on what is really important, and focus on it, you’ll be way ahead.

Knight’s book isn’t for everyone. The cursing starts in the title and doesn’t let up. However, I appreciate her brevity, simplicity and directness. The concepts are easy to grasp; the challenge is in implementing them.

If you’re interested in this book, you may also be interested in

The Procrastination Equation by Piers Steel

Secrets You Keep from Yourself by Dan Neuharth

Succeed by Heidi Grant Halvorson

You are a Badass by Jen Sincero

Knight, Sarah. Get Your Sh*t Together: How to Stop Worrying About What You Should Do So You Can Finish What You Need to Do and Start Doing What You Want to Do. New York: Little, Brown and Company, 2016.