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The funny thing is, that I still recommend this book!
Peter Fabri, Budapest, Hungary
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I definitely recommend the 1969 9th edition as a good all around "get you by", if you just wanted one edition on older Curio and Reic Firearms, if you are a collector of Curios and Relics like me.
I highly recommend this book as the starting point for a good understanding of the small arms field, or as plain old good reading for the relatively technical-minded gun enthusiast.
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While the previous 7 books in the series deal with the doings of one main character within a short timespan (a few months, at most), this one spans the decades long conflict known The War Against Spirits and there is no main character. Instead, each chapter centers on one character, then jumps forward one month, or several years, to the next. This, far from being confusing, makes for an entertaining and dynamic read.
When dealing with game-based fiction, or shared-world fiction in general, one must thread carefully the narrow line between fulfilling reader expectations and crafting a compelling read, with a few surprises to boot. In my opinion, Mr. Bolme has succeded. Most bases are covered, questions long raised are finally answered, and a plot and characters only hinted at in one-liners on a piece of cardboard are made alive in this most satysfing novel.
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Take a Deep Breath takes up these questions with an extraordinary clarity of perception and observation; doing justice to their complexity with a complete absence of pretension. The book is steeped in images of nature, and the power and grace of the natural world are reflected on its pages. After reading it, it's impossible not to be more aware and attuned to the smallest of things - the quality of autumn twilight, a falling petal - details that now resonate with beauty and depth.
For any reader-but particularly for readers not familiar with haiku or Buddhism-the book offers a gentle but profoundly stimulating introduction to the elegance and power of haiku and the simple but elusive core of Buddhist thought and practice.
The poetry and the commentary could easily stand alone, but they mesh beautifully and carry our appreciation of each to a deeper level.
The poetry and the prose invite us to stay in the moment, to allow ourselves to stop, to pay attention to things as simple as a leaf, the song of an unseen bird, the brakes of a garbage truck, or our own breath. This is the experience that is available to all of us, at any time. It costs nothing and requires nothing outside of ourselves. This is, as the Ryans show us in so many ways, the "basic experience of deep spiritual knowledge."
But can we stop, or at least pause, long enough to really pay attention? Most of us don't seem inclined to stop very often as we race through life, but it can be done, and it is (I believe) worth doing even if we can slow down only from time to time. Take a Deep Breath is not a meditation manual but it can become a thoughtful and compassionate friend who is always near at hand. I think you will find that it is a book that you will keep by your bedside, carry with you when you travel, and to which you will return many times.
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Without any hint of snobbery, the book uses examples from all kinds of films, from revered classics to recent box-office hits, to illustrate aspects of the art form. For instance, it cites James Cameron's TITANIC (hardly perceived as teaching material for film art) as an example of a filmmaker's subtle use of different flesh tones to evoke a sense of optimism or doom.
The chapter on "Ideology" was not available on some earlier editions. It provides a fascinating discussion on how movies often contain either implicit or explicit political leanings, religious beliefs, ethical values, and other allusions that reflect the attitudes of the filmmakers. It also includes a discussion on portrayals of gays and lesbians in films.
The book is replete with still photos from movies, each accompanied with a wonderful caption that serves as a mini-analysis of a certain aspect of the movie itself, so that readers can get a quick lession on film art. Illustrations that stand out include: a series of screenshots from the Odessa Staircase sequence in THE BATTLESHIP POTEMKIN, storyboards from the cropdusting scene in NORTH BY NORTHWEST, a shot-by-shot analysis of a scene from Hitchcock's SABOTAGE that demonstrates sometimes an actor's performance can be made more effective when his or her face is unseen.
This is not a film review book. You won't see capsule reviews, cast biography, production history, etc. written about every single movie. This book does cite from about 300 films, but it only uses them as examples for discussing certain aspects of film art. It often assumes the readers have already seen the films in question. That brings up my biggest concern: the book often gives away plot details of the movies it discusses. To compensate for that, a lot of films cited by the book are popular hits that have likely been seen by most people, such as PRETTY WOMAN, TITANIC, DIE HARD, etc.
Each new edition of the book differs from earlier ones mainly in the selection of still photos. Newer editions contain more stills from recent films. The first three editions came out in 1971, '75, and '80 respectively. Hence, if you want to see more coverage of, say, films made in the 70s, be sure to get at least the 3rd edition or later.
Last but not least, the book ends with a comprehensive appraisal of CITIZEN KANE that (a) analyzes the movie itself, (b) serves as a grand summation for the book, and most importantly, (c) invites the reader to apply all the knowledge gained from the book to becoming a more astute film viewer.
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I would strongly recommend this.
What a marvelous, brilliant weaving together of the family history of the Robert E. Lee family, along with insider Civil War history, social history, food history, family characters and so on, have been put together by Anne Carter Zimmer, who gives us recipes one longs to try. I definitely want to attempt the Charlotte Russe and certainly the Sally Lunn. (Wish I had the courage for the oyster dish where, halfway throughout, you throw out one batch of oysters and add a fresh batch.) When I read the book's first line, "We didn't make much of ancestors when I was growing up," (this from the great-grandaughter of Robert E. Lee), I knew I was in touch with an authentic voice and that I would love this book. And love it I did.
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Fascinating chapter on raising two drydocks (that were labelled unsalvageable) in a matter of days. Same with a floating crane that an English "expert" had thoroughly trashed. Where and how he scrounges up "pontoons" for the job is a howl.
Gut-gripping chapter on raising a wreck only to have the pumps fail mysteriously. A last-minute efforts works just before the ship would have capsized.
Excellent chapter on getting a ruined machine shop complex (key parts smashed/missing)working in days.
Another one on a ingenious solution to a labor problem - getting the "useless" Eritrean laborers to exert Herculean efforts.
And another on Cmdr. Ellsberg's solution in putting a 600' foot long ship in a 400' long drydock. Another job that "couldn't be done".
Great examples of the American "Shadetree Mechanic" besting all the experts. All this done in 120 deg. weather with 100% humidity, not to mention turf wars with American contractors and bureaucratic red tape.
Before proceeding, I have to reveal my bias. I have to good fortune to be friend of the author. Dr. Ed Baler. He and I co-facilitated several Deming 4 day seminars and have kept in touch over the years. It is doubtful that there is much that Ed would say about the subject of Deming's teachings with which I would disagree. This book, however, clarifies and extends those teachings considerably.
A variety of metaphors are used to present the basic concept of systems thinking and the implications of these insights for managers. Of those used, I thought the illustrations using the metaphor of the symphony the most helpful. Ed continually points out that it is the coordination of the talent contained within the orchestra that produces the sound. The interactions of the players produces an effect over and above the sum of each's individual efforts.
It is this concept of interaction that I think is made particularly clear. Some people use the word interaction to mean inter-relationship, but in the sense used here (and by Deming), it means more than that. The interaction is an effect over and above the sum of the parts. This is an important distinction as this book points out clearly, because the interactions must then be considered in any attempt to manage the enterprise as a whole.
The first part of the book is given over to some clarification of the nature of systems generally. They operate over time, they are far-reaching, they are nested within other, larger, systems, and, as pointed out above, a system is more than simply a collection of parts. As someone once pointed out to me, if you divide a pile of sand (not a system) in half, you have two piles of sand. If you divide a cow in half, you are not left with two cows.
The book then draws out the implications of these principles of systems for the human enterprise that operates at the core of any organization. It is disheartening to hear some managers continue to divide organizations into 'people problems' and 'technical problems'. Surely we know by now that these are all people problems and the technical state of the art at any point in time is usually given.
There is, in Chapter II, a discussion of the interaction between the individual and the enterprise which is right on the money and shows clearly one of the major problems with any policy of pay raises or advances based on individual rating and ranking. Separating the contribution of the individual and the enterprise is virtually impossible. The authors description of the 'Enterprise-in-the-Individual' shows clearly how the enterprise molds the activities of those who work in it, and the 'Individual-in-the-Enterprise' shows the converse.
More than half the book is taken up with a fairly specific discussions of the requirements of leadership given the foregoing. There are some general points made such as the echoing of Deming's caution about managing by visible figures, and there are some very specific suggestions such as the Interactions Matrix and it's list of "do's and don'ts".
Finally there are some specific examples of enterprises that have operated to one extent or another with these some of the principles as a basis.
All in all, a book well worth reading not only for those who manage enterprises, but also for those who help them. It would be nice to see similar, companion pieces on some of the other aspects of Deming's teachings such as variation and his Theory of Knowledge.