I've chosen this book, together with Michael Moore's "Stupid White Men" and Greg Palast's "The Best Democracy Money Can Buy" to end a lecture I give on the top 50 books every American should read in order to understand why America is not safe today and will not become safe anytime soon, unless the people take back the power and restore common sense to how we spend the $500 billion a year that is now *mis-spent* on the military-industrial complex instead of real capabilities for a real world threat.

Mark Green knows as much as anyone could know about the intricate ways in which the existing system provides for *legally* buying elected representatives away from the citizens' best interests. The details he provides in this book--as well as the moderate success stories where reforms have worked--are necessary.

The bottom line is clear: until the 60% of America that is eligible to vote but does not vote, comes back into the democracy as active participants who question candidates, vote for candidates, and hold elected representatives accountable *in detail and day to day,* then corporate corruption will continue to rule the roost and will continue to concentrate wealth in the hands of an unreasonably wealthy few at the expense of the general public.

Although I found the book inspiring, I also found it depressing. Absent another 9-11 (or two--or suicidal shooters in an elementary school in every state of the union, or cataclysmic failure in Iraq and North Korea) I see no immediate prospects for America's dropped-out citizens "awakening" and taking back the power. There is still time for corporate money to get smart, pump a little more down to the poor, and avoid a revolution at the polls.

Whereas America's founding fathers provided the nation's fledgling government with a system of checks and balances, in current times one can forget about the balances and concentrate fully on the checks. Checks and more checks are forthcoming from big interests, which translates into ultimate control, no matter how often this axiomatic truth is denied. As critics ask: If the strategy is not succeeding, why do the big money interests shower accelerating amounts on political campaigns?

The cancer on our democracy is abundantly clear to those interested citizens watching election battles in the current 2002 mid-term campaign. Rather than stepping forward and debating the merits of the major issues facing the nation, an increasingly helpless and turned off citizenry is bombarded by simplistic campaign negative ads highlighting half truths and sometimes outright lies. Post election studies reveal that excessive negative advertising disgusts many voters, who then become so turned off by the process that they do not vote at all. This was symbolized in the 1988 presidential election when George Bush the Elder prevailed on a highly orchestrated campaign of negative advertising highlighted by Willie Horton and the Pledge of Allegiance. Less than half of all eligible voters bothered to go to the polls, an all-time high since such scientific studies began to measure voting tendencies.

This cancer on the body politic has been a festering wound for some time. A few years ago in California an election campaign specialist with an imposing track record for success proclaimed bluntly that when a candidate hired his services it was time for him or her to take a vacation. He did not want the candidate to get in the way as he put his big money campaign into gear, highlighted by advertising displays of catchy symbols and pithy comments, which were drummed ad nauseum into the minds of voters through television and radio.

Mark Green made a recent appearance on the Phil Donahue Show in which he made a dire prediction. If this cancer is not dissipated through corrective legislation very soon then we will reach the point where the only two types of candidates are independently wealthy moguls ready, willing and able to spend millions of their own dollars such as a Michael Bloomberg, or lackeys under the total control of the wealthy special interests bankrolling their campaign efforts.

Mark Green's is an important voice which needs to be heard. The voice is tuned into the major area that will make or break democracy as we have known it. Will the days of idealistic but far from wealthy candidates be truly a thing of the past? Will Jeffersonian town hall democracy be something the smooth talking kingmakers will dismiss with sarcastic laughter as relics from a truly distant past?

The authors effectively challenge the old paradigm of "cause and effect" as the best approach to problem solving, demonstrating instead a "theory of no theory" in which every case is treated on its merits. They draw on their extensive experience as consultants and trainers in large companies in the UK and abroad, revealing an approach that has clearly proved inspirational to their clients.

In organisations, they argue, no problem happens all the time, so try focussing first on those times when things are going well. Do more of what you have identified that works, and see what happens.

People in organisations constantly rise to challenges, providing evidence of "counters" - gold-dust resources of cooperation, talents and corporate know-how, all of which can be tapped into when needed. Conversely, evidence of resistance to change can be a gift; a message that you have yet to find the best way to cooperate with colleagues.

They don't claim great originality, positioning their solutions approach with its roots in systems thinking, psychotherapy, patient care and family therapy. They have, however, drawn from their sources a simple model, creating a 'How To' book with enough flesh on the bones for you or me to use in teams or coaching scenarios. The reader is shown how to define solutions in ways to help move forward directly; spot helpful events and resources; and avoid major pitfalls on route.

The Solutions Focus is a big idea about small steps that maximise success: it's simple without being simplistic. Five of the fourteen chapters develop the model and draw on all manner of experts, notably Milton Erickson and Peter Senge to reinforce the messages. The authors also illustrate the power of the model with real examples from organisations as well as everyday issues such as pub licensing hours, parents and schools, food and the weather.

Further chapters show how to apply the approach to coaching, team and organisation settings, and finally the authors share how they developed the ideas in the book.

I found this an enjoyable read, which is undoubtedly a serious contribution to people and change in organisations. It offers a way to influence those in control - even those who sometimes see their position as a reward for past effort and the future as a holding operation rather than a regular revolution. In my view, it is a must for optimists, intuitives, and the up-and-coming who thirst for success at work and in life generally. It will equip them for the challenge of providing stimulating uplift to bosses and others whose feet may appear to be stuck in problematic mud.

But I digress, Prima has the GREATEST hints and easy-to-follow instructions of any of the other game manuals. They don't rush through anything. Their descriptions are intricate and so easy even a child could follow them.

I highly recommend! A+++++

The book is a must for anybody in investment banking, law, private equity, and other fields where a tax plays a large role in determining the outcome and structure of deals, compensation, etc.