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Thursday, June 4, 2020

Late Bloomers by Rich Karlgaard

The heroes of our age are young. Mark Zuckerberg, the man who made millions on Facebook while still in his 20s, is a notable example. Though Bill Gates, Steve Wozniak and Tiger Woods are no longer youngsters, they achieved fame and wealth early in life and that is at least one reason why they remain famous. Forbes publisher Rich Karlgaard is concerned that our focus on early achievement is depriving our society of the untapped potential of many—probably most of us—who develop at a slower rate. He discusses his concerns, and what we can do about it, in Late Bloomers.

 An industry has developed around seeking early achievement. You have to do well in school and get great SAT scores to get into elite colleges. You have to go to elite colleges to get jobs with the best companies. You have to work for the best companies to get ahead in life. If you have the right stuff, you can skip some of these steps and create your own successful business in your 20s.

 Except it’s not really so. Becoming equipped to succeed on this narrow path, which depends on early achievement, does not necessarily prepare one to have sustained success or achievement in any other area of life.

 In addition, most of us don’t have the mental equipment to make wise choices and stick to them while where young. The brain doesn’t fully mature until we’re in our mid-20s. Though the brain starts to slow down after that, certain types of intelligence—based on knowledge—continue to increase into our 40s and can be sustained well into old age. This late-developing intelligence can more than make up for the slower processing speeds of older brains.

 Kalgaard shares the stories of some late bloomers. Martha Stewart started her catering business at age 35, and published her first book at age 41. Toni Morrison published her first book, The Bluest Eye, when she was 39. More up my ally, Raymond Chandler was 51 when The Big Sleep, his first book, was published. Karlgaard pulls examples from the arts, business, sports and other fields.

 Karlgaard describes himself as a late bloomer. He didn’t do well and struggled in dead-end jobs until he was 25, when his brain finally matured enough for things to start clicking. This was when he was able to get a job that most of us would consider  ordinary, and he still had a ways to go before his career took off.

 Late bloomers have several skill, some hard-won, that help them succeed in their own time. They retain curiosity; they do not specialize to early and they do no avoid failure they way early achievers often do. The have compassion for other and themselves; they’ve had to overcome failure. They are resilient; they have developed perspective and support networks. The have learned to stay calm. The have insight gained from varied experience. The have wisdom, the elusive quality that arises from a maturing brain and a wealth of experience. The have learned when to doubt themselves and when to trust themselves. They know when to stick and when to quit. They are patient.

 As a society, we need to recognize that early achievement is not the norm. People develop at different rates and may peak in different ways at different ages. If we want to enjoy the full potential of people, we have to value the contributions of late bloomers.  We also have to open pathways for them through life-long learning and late-career pathways that force people out just because there is no more ways for them to move up the corporate ladder.

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

The First 20 Hours by Josh Kaufman

Future Bright by Martin E. Martinez

The Genius in All of Us by David Shenk

Learn Better by Ulrich Boser

Mindset by Carol S. Dweck

Moonwalking with Einstein by Joshua Foer

The Organized Mind by Daniel J. Levitin

Outliers by Malcolm Gladwell

The Power of Habit by Charles Duhigg

Quiet by Susan Cain

Self-Love by Robert H. Schuller

Your Intelligence Makeover by Edward F. Droge, Jr.

 Karlgaard, Rich. Late Bloomers: The Power of Patience in a World Obsessed with Early Achievement. New York: Currency, 2019.

Sunday, April 12, 2015

Mindset by Carol S. Dweck

Beliefs can powerfully affect our success in life. In her book Mindsets, psychologist Carol S. Dweck describes two prevailing, overarching beliefs that can color our assessments of everything in life and affect our willingness to do what it takes to achieve our goals.

Dweck refers to these two beliefs as the fixed mindset and the growth mindset. The fixed mindset is the belief that intelligence, character, and personality are unchanging. You have the talent or knack for something or you don’t. The contrasting growth mindset is that people can improve their abilities by their efforts. If you’re willing to do the work, you can learn and get better.

These mindsets affect the way we view ourselves and interpret everything that happens in our lives. People with a fixed mindset see problems, setbacks and failures as a reflection on who they are. If they have difficulty with a subject, maybe they aren’t smart enough. If a relationship is troubled, maybe it just wasn’t meant to be. The fixed mindset comes with a lens of judgment, through which one sees success as a validation of talent or specialness, and difficulty or failures as proof of inherent shortcomings.

People with a growth mindset see failure as a sign of where they are, or their current status, which they can change. If they have difficulty with a subject, they can study harder or ask for help. If a relationship is troubled, they can reflect on things they or their partner are doing that may be producing negative results. With the growth mindset, failures become opportunities to learn and successes are evidence that your efforts are paying off.

Though written in an informal style, Dweck draws on her own and others’ research. She also draws examples from business, education and sports. She illustrates the mindsets in the lives of CEOs, teachers, students and coaches.

There are few points I’d particularly like to remember from this book. First, the fixed mindset is essentially rooted in pride. A person with a fixed mindset sees himself as special or superior to others, and much of he does is oriented to proving that point, at least to himself. A person with a growth mindset doesn’t expect to be good at anything, at least at the start, because he has much to learn and much effort to put into improving; he is humble.

It is important to praise rightly. Praising someone’s talent or ability tends to put them into the fixed mindset. This may make them less likely to take on challenges or put forth effort in the future. Instead, praise the effort, which puts people into the growth mindset and makes them or open to taking on challenging work, even at the risk of failure, in order to learn and improve.

Change is not easy. In particular, one with a fixed mindset must put aside the idea that he is special and let go of the strategies he used to protect that status. He must embrace a new, less idealized, image of himself that is open to challenges, setbacks, and even failures for the sake of learning—all things the fixed mindset guards against. When you adopt growth-minded strategies that produce positive changes, you can’t let up on practice and learning. People can easily slide back into old habit, and the fixed-minded judgment of the backslide can be worse than the judgment of the perceived failures before the change.

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


Dweck, Carol S. Mindset: The New Psychology of Success. New York: Random House, 2006.

Saturday, December 10, 2016

How to Fail at Almost Anything and Still Win Big by Scott Adams

As you might expect from the creator of Dilbert, Scott Adams is skeptical of the value of life advice from a cartoonist, even if he is that cartoonist. Even so, Adams has had very great success in his profession, so he might be doing something right even if he has a very wrongheaded explanation of it.

That is a point Adams makes in his book How to Fail at Almost Anything and Still Win Big. Some things work even if we don’t understand them. Some beliefs help us move toward the life we want even if they aren’t correct—often even if we know they’re wrong. Adams expresses skepticism about a lot of things, and encourages his readers to use discernment, but he is willing to use what works with our without a good explanation.

One of those things is affirmations. Adams does not believe that affirmations shape the universe, or that the human mind or will or being has the ability to do such a thing. In a late chapter of the book, he speculates on why they might have some effect or, more likely, how people might convince themselves that affirmations work. In any case, Adams correlates some of his greatest successes to his use of affirmations.

Of course, Adams’ life has not been one of uninterrupted success. The title of the book acknowledges his failures. He doesn’t get hung up on them. His view was that if he learned something or gained a new skill from a failed enterprise, he still gained something. In his estimation, “every sill you acquire doubles your odds of success.”

“Odds” is a good way to put it. When it comes down to it, success is a matter of luck. Adams believes that you can take steps to improve your ability to take advantage of the luck that comes your way

The way you do this is by implementing good systems. Adams doesn’t believe in goals. You feel like a failure if you haven’t achieved your goal; you lose your motivation when you complete your goal. Systems are things you can continue doing as long as they are useful. If you do something to implement your system, you’ve succeeded. A system is anything you do regularly in improve the likelihood that you’ll be happy in the long run.

To Adams, happiness is the heart of success. If you can sustain happiness, you’re successful in the ways that matter most. He describes it as a “chemistry experiment.” The idea is that we know a lot about what makes us happy and we just need to find the right mix of elements that fits our particular needs. To be happy one needs to maximize control  over their schedule, find ways to improve skills for a long time (especially in their careers and hobbies), imagine a better future, take care of health (diet, exercise and sleep), help others, and reduce daily decision-making by creating routines.

The book includes a host of other advice. Most of this advice is told in the context of Adams’ life story. He particularly focuses on his business and career failures (from which he learned useful things), the rise of Dilbert and his battle with a unique health problem.

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


Adams, Scott. How to Fail at Almost Anything and Still Win Big: Kind of the Story of My Life. New York: Portfolio/Penguin, 2013.

Friday, December 21, 2012

Optimism facilitates willingness to take risks


Optimism facilitates willingness to take risks and to live with the consequences—it breeds courage and a choice to embrace even failure for the purpose of learning and growth.

Saturday, November 28, 2015

Complaint Free Relationships by Will Bowen

Complaint Free Relationships is a follow-up to Will Bowen’s previous book, A Complaint Free World. The fundamental premise of the first book carries over to the second. Our thoughts create our lives. Our words are indicators of our thoughts. When we become aware of complaining, and the negative thinking it represents, we can choose to think more positively and gain happier results.

Bowen notes that one of the most common things people complain about is relationships. He focuses on the “relate” in relationship. To a great extent our relationships are the stories we tell ourselves about other people. When we complain about someone, aloud or in our minds, we are telling ourselves a story about that person’s behaviors of features that we dislike, and usually ascribe to them negative motivations and traits.

In addition, Bowen says people can pick up the negativity of our internal stories and will generally respond in kind. If you expect the worst of people, you’ll usually get it, and they’ll have a negative view of you, too.

You can reverse this by telling yourself a different story. Have compassion. Don’t leap to conclusions about someone’s motives or personality. Tell yourself a story that is compassionate, understanding, and positive. People will sense this as well, and will respond positively.

Of course, we can’t always change are minds with the snap of a finger. In some cases we must deal with truly difficult people. Sometime we are troubled by ingrained problems of our own.

Bowen offers advice for dealing with these tougher cases. We can understand our own, or others, motivations to complain and deal with them. We can take responsibility to see that our needs are met instead of complaining about our frustrations. Instead of venting our anger (it only makes us angrier), we can undertake to process our emotions. Many of these techniques can be adapted to improving the relationship we have without ourselves, which affects all our relationships.

Complaining is particularly damaging to relationships. Research sited by Bowen demonstrates that complaining is a major cause of the failure of relationships. You don’t have to live with bad relationships or watch them fall apart. If you’re willing to change your perspective and take on the challenges of personal growth, you can see you relationships improve, and even become sources of fun and joy.

Will Bowen also wrote A Complaint Free World. If you’re interested in this book, you may also be interested in


Bowen, Will. Complaint Free Relationships: How to Positively Transform Your Personal, and Love Relationships. New York: Doubleday, 2009.

Sunday, October 28, 2018

The Johnstown Flood by David McCollough


On Memorial Day 1889, a storm struck western Pennsylvania. Floods were common enough in the mountain community of Johnstown and the surrounding villages. This one was extraordinary. Upstream the valley sat a structure that was poised to make the flood much worse, the dam at South Fork Reservoir.

David McCullough describes the flood and the devastating dam break in The Johnstown Flood. It was the worst disaster in the United States up until its time with more than 2,000 people killed by the huge wave that swept down the valley, with more killed by fire and disease in the aftermath.

The dam had originally built by the State of Pennsylvania too supply water for a canal. Within a few years the canal was closed because the railroad provided freight and passenger transportation through the area. The dam changed hands several times after that. I fell into disrepair. Somewhere along the line someone salvaged the pipes that allowed one to control the water level behind the dam; though in it partly collapsed state it no longer held much water.

This changed when developers bought the dam and surrounding property to build a resort for the wealthy industrialists of Pittsburgh. The dam was rebuilt with indifference to materials and methods. The drain pipes were never restored. The spillway was obstructed by a grate (to keep the fish in the stocked lake from disappearing downstream) and low bridge. By the time of the flood, perhaps since it was repaired, there was a slight dip in the center of the dam, creating an unknown, unprotected second spillway. This dip was hard to see with the eye on the large dam, but a survey to measure the elevations would have turned it up.

The dam filled and the lake became quite large. The vacationers sailed ships on it. The water level was commonly within a couple of feet of the spillway, and there was no practical way for the dam operators to control that water level. It was a disaster waiting to happen.

Many of the people of Johnstown expressed concern that the dam was a danger to the city. However, the prevailing view was that the wealthy elite of Pittsburgh would have it built right; very few endeavored to assess it for themselves. Similarly, the members of the South Fork Fishing and Hunting Club, including such prominences as Andrew Carnegie, had faith that the developer did the work right, and they put no effort into checking it out.

When the floodwaters overtopped the earthen dam, it collapsed quickly, unleashing a deadly wave of possibly 20 million tons of water. It is hard to imagine the devastation caused by the wave, even 15 miles downstream in Johnstown. McCullough describes it, sometimes in great detail, based on reports from the time. The rolling wall of water seems awesome at first, but as it begins to destroy homes and injure and kill people, it becomes sickening as well.

The people of that valley recovered with admirable speed and took over the cleanup and restoration of their town the very next day. Soon aid came from across the country, and especially from elsewhere in Pennsylvania, including the National Guard and a still young American Red Cross.

As the initial terror of the event subsided, attention turned to the club at South Fork. Though the press, including the Engineering News, laid blame on the club and the shoddy, unprofessional work done to rebuild the dam, the courts never held the club or its members accountable. The courts, mostly in Pittsburgh where club members held sway, accepted that it was an act of God. It’s clear to more objective observers that a properly built dam would probably have survived the flood, or at the very least would have had a much less damaging failure. Though McCullough suggests the residents of Johnstown and the members of the club were too trusting, he does not shy away from the negligence of those who rebuilt the dam in a way that would almost surely lead to the disaster that came.

David McCollough also wrote

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

McCullough, David. The Johnstown Flood. New York: Simon & Schuster, 1968.

Monday, February 8, 2010

Attitude is Everything by Jeff Keller

Keller, Jeff. Attitude is Everything: Change Your Attitude…and Change Your Life. Tampa, FL: INTI, 1999.

In Keller’s book, you will find much of what you will find in many similar self-help books. (Perhaps I have read too many.) Attitude is Everything is superior to some others in its genre in that it is short and the author’s enthusiasm for the subject comes through.

The book is laid out in three parts concerning thinking, saying and doing. Each chapter is an essay on a topic relating one of these subjects.

It all starts with thinking. Success or failure begins in the mind because our thinking affects everything we do. Today some seem to have the idea from books like The Secret that it is all about thinking. Keller encourages his readers to be realistic as well as positive. He writes, “Success requires effort, commitment and patience.”

What we say and what we think are closely related. Keller wants us to be positive in our speech because what we say, along with our thoughts, sets us up to act in ways that lead to success or not. Even our answer to the question “How are you?” can affect our outlook and wellbeing.

The part I like most about the book is that it gives attention to the necessity of action. The advice in one of the action chapters, entitled “Networking That Gets Results,” is worth reading and using. I get more business from referrals than any other sources. I value my network more than any other marketing took because it works best for me. This is not about mercenary networking; I hope I can be a good friend to my friends and as helpful to my associates as they have been to me. Keller offers good advice on building and using your network.



If you’re interested in this book, you may also be interested in
The 21 Irrefutable Laws of Leadership Tested by Time by James L. Garlow
The Difference Maker by John C. Maxwell
Don’t Grow Old—Grow Up! by Dorothy Carnegie
Winning with People by John C. Maxwell

Saturday, October 4, 2008

Undaunted Courage by Stephen Ambrose

Ambrose, Stephen E. Undaunted Courage: Meriwether Lewis, Thomas Jefferson, and the Opening of the American West. 1996. New York: Touchstone, 1997.

Undaunted Courage is a biography of Meriwether Lewis. It is also, to a large extent, an account of Lewis’ expedition, co-led by William Clark, up the Missouri River, across the Rocky Mountains, down the Columbia River to the Pacific Coast and back again.


The Lewis and Clark expedition, the bicentennial of which was celebrated in 2004 through 2006, is rightly presented as the centerpiece of Lewis’ life. Ambrose shows how Lewis’ early life in the plantations and wilderness of Virginia, as a militia officer during the Whiskey Rebellion and under the political tutelage of Thomas Jefferson uniquely prepared Lewis to lead a company of explorer-soldiers with a broad mission. His life after the expedition was brief and troubled.

The western exploration, beginning in 1804 and ending in 1806, is the major focus of the narrative. It was more than simply a trip. Lewis and Clark were charged with scientific observation (particularly geography, botany and zoology), Indian diplomacy, establishing trade, and what might be considered a touch of espionage. With the exception of Indian policy, Lewis, Clark and their men performed admirably.

Lewis, throughout the mission and afterward, wanted to make it clear that he and Clark had equal parts in the leadership of the expedition. It is extraordinary that this worked so well. One gets the impression for the book that Lewis was the senior of these equals, which may explain it. Even so, Lewis seemed to prefer the close companionship of trusted peers and friends.

Lewis achieved great success while still relatively young, in his early thirties. Early success can be tough, but Lewis seems like a man who can handle tough situations. However, his few years of life after the expedition seem to be characterized by failure. Certainly, the political situation in the Louisiana Territory, where Lewis was appointed governor, was very difficult, and he may not have been cut out to be a politician and bureaucrat. However, he left important matters that were easily within his grasp undone. Notably, he never published the expedition journals, which more than anything else may have sealed his fame, supported his policies and multiplied the fruit of his exceptional labor.

The final years of Lewis’ life, which ended in suicide, raises many unanswered, and possibly unanswerable, questions. Even so, Ambrose’s biography of the man is an interesting story, and sometime and exciting tale of his great adventure.

Wednesday, February 13, 2013

Stealing Plots

I previously wrote about “stealing” characters.  In that essay, I described several characters from popular fiction and how they might be seen as variations on the same character template.  I suggested that a writer can modify and reimagine existing characters to create new ones.  Actually, I think that is probably how most characters are born, even if the authors aren’t consciously aware of it.

Similarly, plots can be “stolen.”  Some have suggested that there are a very limited number of plots, so in a sense all writers are stealing from a small pool.  On the other hand, there is a lot more to a story than just the plot, so it may not matter.  Let me illustrate the idea with some examples.

A Christmas Carol is one of the most popular, and I think one of the best, ghost stories ever written.  Charles Dickens’ novella was first published in 1843.  The story has been adapted to the stage (including opera), many films, radio, television (my wife and I are fond of the 1984 version with George C. Scott as Scrooge), comic books, and numerous pastiches.


The plot is well known.  Ebenezer Scrooge begins as a miser.  On a certain Christmas Eve, he is confronted by the ghost of his former business partner and three spirits who represent Christmases past, present and future.  The visions they show him convince Scrooge that his single-minded pursuit of money has deprived him of life.  He awakes Christmas morning as a new man committed to relating to his fellow man and putting his money to use.

Let’s reverse Scrooge.  Make him an extremely generous person instead of a miser.  In that case, he might be something like George Bailey.  Bailey, played by Jimmy Stewart, was the generous man at the heart of It’s a Wonderful Life.  His dream is to travel the world.  Instead, he delays his dream again and again to help his neighbors, his brother, and eventually his own wife and children.  It comes to a head when a mistake by his uncle brings imminent ruin to the savings and loan George runs. Faced with ruin, George sees himself as an utter failure.  He contemplates suicide in hopes that his insurance policy will rescue his family from financial ruin.


At this point, he receives a spiritual visit like Ebenezer.  In this case it is a single spirit, an angel named Clarence.  Like the Christmas ghosts, Clarence shows George a vision.  This is also an inversion of Dickens’ tale.  Instead of showing him a history of missed opportunities and blindness to the needs of others, Clarence reveals an alternate world in which George and his generous acts did not exist.  His brother is dead.  His wife is a frightened spinster (it’s hard to believe Donna Reed would have been overlooked by the marriageable men of Bedford Falls even holed up in the library with her glasses on).  The people are mired in poverty because he hadn’t been there to fight for access to credit so they could build homes and businesses.  The town is under the thumb of the miserly landlord Mr. Potter, himself a type of unreformed Scrooge.

Like Scrooge, George is changed by his vision.  He sees that his life is worth something and that his sacrifices bought him a lot of love.  In the end, returned from his walk in the dark alternate universe, that love is displayed by a return of generosity from his many friends that saves him.

These beloved stories don’t have the same plot.  However, one is a variation or alteration of the plot of the other.  This plot archetype doesn’t have to be so serious.

Topper, either the book by Thorne Smith or the movie starring Cary Grant, is an example of this plot played for laughsCosmo Topper is a banker.  He is bored with his job.  He is somewhat alienated from his wife who clings to respectability.  He has money and status, even what might have been considered a good marriage in a time when such relationships were as much about business as love, but he has no fun and it is wearing on him.


The ghosts are a piece of work, too.  George and Marion Kerby are a wealthy couple who die in a car accident.  Instead of shuffling off to the afterlife, they find themselves stuck on earth.  They have never done something substantive, either good or bad, in their entirely frivolous lives.  They decide to fix the situation by helping their old friend Topper.

In this case, all the major characters are a type of Scrooge.  Topper has let his job, money, and status keep him from a life of fun and serious connection.  The Kerbys had so little meaningful connection to other people that they neither helped nor harmed another soul.  Even Topper’s wife Clara has sacrificed intimacy in her marriage to focus on social climbing.

So Topper is visited by spirits like Scrooge and Bailey.  Instead of taking a serious look at life, it is presents a screwball comedy.  The Kerbys drag Topper into all kind of risquĂ© situations he would normally not get into.  Misunderstandings abound and Topper is embarrassed repeatedly.  The ghosts are have good intentions, but they are not very competent.  Topper feigns irritation at the hijinks, but in his heart is having a ball and doesn’t want the haunting to end.  Clara feels humiliated by all the trouble Topper is getting into, but fear of losing him to a wild life reminds her of how much she loves him.

Through a series of screwy events, the characters undergo a Scrooge-like change.  The Toppers loosen up and rekindle their love.  They discover that their intimacy as a couple is more important than jobs, wealth or status, though they don’t have to completely give up those things.  The Kerbys take responsibility for themselves and their actions.  They finally put Topper’s needs ahead of their own and do something substantively good, opening the doors of heaven.

You can probably see that these stories are related by more than similarities in plot.  They have a common theme.  All of these stories are about connecting to others in relationships.  Bailey is a little different from the others in that he starts out blind to all the good that has resulted from his seemingly humble touching of the lives of others.  Scrooge, the Toppers and the Kerbys are isolated for various reasons, mostly of their own making, and need to discover that relating to others is the main thing.

Google

Tuesday, October 28, 2008

Dreams of Iron and Steel by Deborah Cadbury & The Lighthouse Stevensons by Bella Bathurst

In Dreams of Iron and Steel (New York: HarperCollins, 2004), Deborah Cadbury tells the stories of seven great works that cover over a century of engineering history. Originally published in Great Britain as Seven Wonders of the Industrial World, the book was a companion to a BBC television series. The projects covered vary widely from a sewer built under a metropolis to a bridge that towered above the skyline of its day.

The oldest of these (still standing like all but one of the other projects) is the Bell Rock lighthouse. The Bell Rock sank many ships that sought shelter from North Sea storms in Scotland’s Firth of Forth. Robert Stevenson, grandfather of author Robert Louis Stevenson, designed and oversaw the construction of a tower on it. The rock was a formidable construction site. It sat eleven miles from land. High tide covered it with as much as 16 feet of water. Low tide exposed an area only 250 by 130 feet. Yet Stevenson and his men built a 100-foot, stone tower on it. They did it 200 years ago.

By the middle of the nineteenth century, several wonders were built almost at once. The Great Eastern, built by Isambard Kingdom Brunel, was twice the size of any other ship. Though a commercial failure, it set the standard for the next generation of ships.

Brunel launched his ship into a dirty and diseased Thames. Joseph Bazalgette sought to make the river safer for London residents. He built sewers under an ancient city that had grown to 2.5 million people and sprawled over 80 square miles.

In the American West, rival firms raced across the continent to build a railroad that would unite a nation recovering from civil war. In New York, John and Washington Roebling tackled the broad East River with their Brooklyn Bridge. They risked their lives and reputations on the longest span of the day and a material untested in bridges—steel.

The twentieth century inaugurated bigger feats. First proposed in 1879 by Vicomte Ferdinand de Lesseps of France, builder of the Suez Canal, the Panama Canal defeated most of those tried to build it. Even the United States poked at the mountains in futility until John Stevens, a railroad engineer, upgraded the infrastructure and equipment. When Stevens left the canal, a frustrated Theodore Roosevelt put military officers in charge. Lieutenant Colonel George Goethels, an engineer with extensive lock and dam experience, saw the canal through to its completion shortly before World War I.

The final project, America’s “damn big dam”, was build during the Depression. Hoover Dam was huge and constructed under difficult conditions. But construction engineer Frank “Hurry up” Crowe pushed and planned to get it done early and under budget.

Cadbury treats each project separately. However, they are linked by common elements.

Tragedy and setbacks touched each one. Thousands of men, usually poor laborers and sometimes children, were killed or injured to make these huge structures. They were beset by lack of financing, reluctance to try new methods and materials, bankrupt contractors, political opposition, corruption, greed, prejudice, and other human imperfections.

At their best, these engineers and their wonders are linked by the same qualities that appear in the best of engineering today. They had a vision to make people safer, healthier, richer, and freer. They created solutions to immense problems.

Robert Stevenson’s triumph at Bell Rock won the confidence of the Northern Lighthouse Board. It also launched an association between the Stevenson family and Scottish lighthouses that lasted four generations. During their tenures in the office of engineer for the board, Stevenson and his sons dominated the design, construction, and operation of the lights. Bella Bathurst tells their story in The Lighthouse Stevensons (New York: HarperCollins, 1999).

This book has its own kind of variety: technical, professional, and personal. It covers the construction and technology of several lighthouses, the masterpieces of Robert and his three sons. They not only built towers, but also improved their design and the design of the lamps, reflectors, optics, and mechanical systems that operated in them. One even studied the waves that assaulted their works.

It shows that engineering is more than simply design and construction. The Stevensons were also managers, fundraisers, businessmen, public servants, purchasing agents, manufacturers, contractors, and more. Their work included a broad section of what engineers do.

The book is also a biography of these four men that reveals the dynamics of the family. Robert insisted his sons join the family profession and business. Only one, David, seemed to take to it naturally. Only David’s sons filled the next generation of lighthouse Stevensons. Alan and Tom were more inclined to work in literature and the arts. Alan proved himself to be a capable engineer by building a 138-foot light at Skerryvore that could withstand the elements and exhibit a simple beauty. He became so disabled by disease, Bathurst suggests it was muscular sclerosis, that he gave up his work with the lighthouses. He managed to work irregularly as a writer. His works include and encyclopedia article on lighthouses and a translation of Greek poems. Tom shared Alan’s artistic leaning, but not his intensity and focus. He and David eventually divided the engineering work for the Northern Lights.

Not everyone is cut out to be an engineer, of course. As Robert Louis Stevenson said about his internship in the profession, “He is a wise youth, to be sure, who can balance one part of genuine life against two parts of drudgery between four walls and for the sake of one, manfully accept the other.” But some managed to catch what Marion Allen, a laborer on the Hoover Dam, called constructitis. “Sometimes one thinks he is cured,” said Allen, “only to have a relapse when he goes by fresh concrete or catches the smell of fresh sawdust from new lumber. Anyone with this affliction has to start construction of some kind, even of only to dig a hole and fill it up again.”

Order this book here.

Friday, May 15, 2020

Atomic Habits by James Clear


Habits have a profound impact on our lives. They are behaviors we repeat, sometimes automatically, and by repetition, their effects accumulate. It would be great if our habits supported us in being the people we want to be, and if they did not reinforce things we would like to change. James Clear describes how habits work and a system for getting them to work for you in Atomic Habits.

Before working on habits, you need to work on beliefs. Beliefs always win out, and your habits are, to a degree, a manifestation of your beliefs. Fortunately, working on habits can support new beliefs about yourself. You can set up small wins that support your belief in your new identity.

You can also give yourself a break by taking the focus off goals, which can seem overwhelming. Instead, focus on systems. Focus on the things you do, especially the things you do repeatedly, that move you toward being who you want to be. Instead of noticing the gap between where you are and a goal, you can encourage yourself by noticing the progress you make.

Clear describes the process of habit formation. It starts with a cue, which triggers the brain to start a behavior in anticipation of a reward. We experience a craving, a motivation or desire for the reward. As a response, we perform the habitual behavior. Finally, we get a reward that satisfies the craving. Unfortunately, that reward may not satisfy us in helpful ways. We can take advantage of this system to reinforce new behavior patterns and interrupt old patterns.

We can take advantage of the cue by making them more obvious (to trigger wanted behavior) or making them invisible (to prevent the triggering of bad habits). We can rig the craving by making the potential reward more or less attractive. We can make it easier or more difficult to perform a habitual behavior. We can also make the reward more or less satisfying. To superpower these strategies, we can stack them.

In his book, Clear provides several ways to implement these strategies for making and breaking habits. As you develop and implement your habit change strategy, Clear encourages you to seek sweet spot. It will be challenging, and that sense of challenge can be a great motivator, but if you take on to much at once or too large a change, you are likely to experience a failure that can be disheartening. Little wins are great rewards, especially when the feel earned, so seek changes that you can realistically achieve, but that you’ll need to stretch to reach.

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

Clear, James. Atomic Habits: An Easy & Proven Way to Build Good Habits and Break Bad Ones. New York: Avery, 2018.