Drafted by a committee of 19 (but sufficiently well edited to read as if it were written by a single author) this book provides a well-argued, detailed and wide-ranging analysis of the consequences of economic globalization (the term corporate globalization is also extensively used in the book) and an examination of alternatives and the action required to move towards those alternatives. It has succeeded brilliantly, and deserves very close study, whether or not you agree with the drafting committee's views.

This is no extremist anti-corporate, anti-capitalist text, although it does clearly come to the conclusion that the vector of economic globalisation that we are on is neither inevitable, desirable nor sustainable. It is notable for arguing at the level of underlying principles and their practical consequences - it makes explicit the assumptions underlying corporate globalisation and questions them. This, in itself, is a valuable service as so much of the 'debate' in the media proceeds on the basis of bald assertion of essentially fallacious economic dogma.

The report starts with a critique of 'corporate globalization'. The term itself is useful, because the term 'globalization' has become something of a 'Humpty-Dumpty' word ('when I use a word, it means exactly what I want it to mean, neither more nor less'). 'Corporate globalization' describes a process driven and promoted by the large global corporations which, whatever its other consequences, gives primacy to the benefits that will flow to global business.

The critique identifies eight key features of corporate globalization:

1. 'Promotion of hypergrowth and unrestricted exploitation of environmental resources to fuel that growth
2. Privatization and commodification of public services and of remaining aspects of the global and community commons
3. Global cultural and economic homogenization and the intense promotion of consumerism
4. Integration and conversion of national economies, including some that were largely self-reliant, to environmentally and socially harmful export oriented production
5. Corporate deregulation and unrestricted movement of capital across borders
6. Dramatically increased corporate concentration
7. Dismantling of public health, social, and environmental programs already in place
8. Replacement of traditional powers of democratic nation-states and local communities by global corporate bureaucracies.'

It demonstrates each of these propositions and explores who are the beneficiaries of application of these policies. One of the complexities of trying to follow the arguments of the pro- and anti- globalisers is that both use statistics, both from apparently authoritative sources, that directly contradict each other. It is almost as if the two sides inhabit parallel universes that operate in different ways. Suffice it to say that the report puts forward convincing arguments in support of its case.

The critique proceeds to a devastating analysis of the impact of the World Bank, The IMF and the WTO, the three pillars of corporate globalisation, over the last four or five decades.

The report then argues ten principles for sustainable societies, as a basis for identifying ways of realising these principles in the subsequent chapters of the report. It argues that these principles 'seem to be the mirror opposites of the principles that drive the institutions of the corporate global economy.'.

One of the minor problems in the debate is that, whereas 'globalization' rolls easily off the tongue, 'the principle of subsidiarity' is neither easy to say nor obvious in its meaning. The report contains a chapter on the case for subsidiarity, and it is a strong one. The counter argument is almost entirely concerned with power. While there are many elements of conflict between corporate globalisation and the principle of subsidiarity - local control - they are not entirely antithetical. But the reach of the large corporates would unquestionably be reduced.

You may or may not agree with the arguments in this report, but they deserve serious attention. They are well and carefully argued, they represent (in fairly sophisticated terms) the views of a growing number of people around the world who believe that current beliefs and institutions serve them poorly, and they show those who wish to promote change a path for doing so.

This book is excellent for all those who think we can do better-that small farmers needn't be driven from the land, our water needn't be polluted, people need not go hungry while others are overfed genetically engineered chemically altered junk food, etc. It has great thinkers presenting clear, well thought out ideas about what's wrong and what we can do about it. It helps when getting in that classic argument of keynesianism/communism v. neoliberalism because it outlines the thrid alternative very well. I am a grad student and I used it for a paper i wrote recently refuting neoliberalism and it was very helpful. I highly recommend it! Also, look into Maria Mies. She is the anti-capitalist-patriarchy bomb, yo.

A friend of mine who is involved with Rabbi Michael Lerner's Tikkun Community movement recently gave me a copy of Alternatives to Economic Globalization: A Better World is Possible. I'm not an expert in this field at all, but I found the book worthwhile and very accessible. (So accessible that I read the entire thing in a week!) The writers include Jerry Mander, David Korten, Lori Wallach, and many people working around the world in the anti-globalization movement.

What makes the book really important is the positive solutions and alternatives offered. The authors offer real ways to put into practice the Tikkun Community's first and second core principles (interdependence and ecological sanity, and a new bottom line in economic and social institutions).

I think other Tikkun readers, progressive-Democrats, Green party members, and thoughtful people everywhere---who want to see the world change from how it is now to how it could be---would want to read a book outlining specifics of how to create sustainable energy, transportation and food systems. And Alternatives to Economic Globalization does just that. I can't recommend this book enough (in fact I've already bought several copies to give to some of my friends).

Reading this book reminded me of attending a good conference where lots of company executives provide detailed examples of the issues they faced, and how they went about dealing with those issues. Since such conferences usually cost several hundred dollars, this book is a real bargain -- and you don't have to get on an airplane and fly someplace!

One of the strengths of the book is that you receive several perspectives on the context for each case history. The editors describe what each case means, and the conclusions section summarizes general patterns. Also, each case is presented in the same format which makes it easier to understand what is being shared. I was particularly grateful for the exhibits (which exist in electronic form in the CD enclosed in the book). I also appreciated that the cases were primarily written by Human Resources professionals inside the companies, rather than being a consultant's take on what happened.

Having said all those positive things, let me share some concerns. First, I looked in vain for my favorite examples of outstanding work in recruiting, retention, knowledge encouragement, and executive development. If this book is about "best practices" where were GE, Disney, Motorola, Ritz Carlton, and SAS Institute? Second, many of the cases involved companies that are better known for their poor performance than for excellence. If they are developing their people so well, what happened? Third, a lot of these cases involve new initiatives where the long-term consequences are hard to see. Fourth, the profit impact on the organizations was not well documented. That makes it hard to use these cases as examples to encourage your own company to follow suit. Fifth, as change management processes, most of these cases are far behind the curve of what is described in Peter Senge's various books of case histories such as The Dance of Change. Part of the reason seems to be that a number of these cases aren't very new.

Of the cases in the book, I recommend the ServiceMASTER, Westinghouse, Johnson & Johnson, Allstate, and Case Corporation examples as the most helpful to me. I mention that because there's a lot of material in this book. I read a lot and rapidly, and I found this book hard to tackle. By being more selective in what you go after, you can help avoid some of that problem. Naturally, if your own issues are only in a few areas, just look at those cases.

Develop the full potential of everyone, beginning with yourself!

"The principal goal of this book is to provide you with the key ingredients taken from best-companies to help you create and enhance your organization and human resource development (OD/HRD) initiative. Through a case study approach, this book provides practical, easy-to-apply tools, instruments, training, concepts, and competency models that can be used as benchmarks for the successful implementation of your specific OD/HRD initiative (from the Introduction)."

In this context, Louis Carter, David Giber, and Marshall Goldsmith (editors) divide core part of this book -Organization and Human Resources Development Case Studies- into following five OD/HRD topic areas:

I. Organization Development and Change: In this section, W. Warner Burke says, "Seven rich cases (Kraft Foods, Nortel, ServiceMASTER, SmithKline Beecham, Westinghouse, CK Witko, and Xerox) of organization development and change are discussed...The cases cover a wide range of change from how OD occurs every day to deep change in an organization's culture...Without doubt we can learn from these cases. And learn we must. Changing organization is too intricate to be left to novices. We have indeed learned and noted at the outset, but we still have much to learn. As one who has been involved for more than 35 years, helping organizations change is both thrilling and very satisfying. Learning, however, is the most exciting part (pp.6-8)."

II. Leadership Development: In this section, Jay A. Congerwrites that "In the cases that follow, we look at three companies (Boeing, Johnson & Johnson, and Sun Microsystems,Inc.) that have dedicated serious time and resources to leadership development...In addition, all three of the company cases make extended use of competency models, 360-degree feedback, and action learning (p.186)."

III. Recruitment and Retention: In this section of the book, John Sullivan writes, "you'll learn how three diverse companies tackled their retention and recruiting problems. Two of the firms are high tech (AMD and Cellular One), while another (Allstate) is in a more traditional industry. Both AMD and Cellular One focus on solving the hot issue of retention while Allstate takes a new look at the recruiting and selection processes. All three of the case studies use a scientific approach to identify which solutions have the most impact...All three of these case studies are worth examining because of their scientific methodology as well as their results. All are full of powerfull 'lessons learned' for those who are soon to begin a major recruitment or retention effort (pp.303-304)."

IV. Performance Management: This section examines performance management systems of Case Corporation and Sonoco. Edward E. Lawler III says that "the performance management systems in most organizations are contoversial, ineffective, and constantly under construction. They are so problematic that critics argue many organizations would be better off if they simply didn't have a performance management system, particularly one in which performance appraisals are tied to pay actions. But-and it is an important but- if individuals are not appraised, counseled, coached, and rewarded for performance, how can an organization pruduce the organized, coordinated, and motivated behavior that it takes to perform well? The answer most likely is that it can't (p.393)."

V. Coaching and Mentoring: Introduction of this section, Beverly Kaye writes, "the last 5 years have seen a groundswell in both arenas. And it's not just been more of the same; organizations have begun to use mentoring and coaching more purposefully. HR and OD practitioners have worked to utilize both interventions to meet pressing business problems having to do with the development and retention of talent, as well as the growth of future leaders. These interventions have been more systemic, more thoughtful, and more innovative than ever before. The case studies (Dow Corning, and MediaOne Group-AT&T) illustrate this trend. Both were motivated by specific business drivers, both were preceded by intensive research, both were implemented over time, and both were evaluated seriously. Readers will find them instructive, detailed, and engaging (p.438)."

Finally, Louis Carter (editor) says that "contributors were asked to indicate where they envision their organization is heading with its initiative within the next 5 to 10 years. Responses indicate that the contributors want to keep the organization on a track to continuously learn and develop its capabilities. Comments from some contributors indicate that they want to leverage lessons learned from this experience. Some contributors commented that they want to firmly ingrain the initiative into the organization to the point that it is almost invisible to the user, making it an accepted part of life at the company. Other contributors will continue to refine the present initiative in place, while others will expand their efforts into other business lines. Survey results clearly indicate that the present state of the initiatives represented in this book represent snapshots of moving targets. Further growth and innovation is inevitable for these best practice organizations, as they work to stay ahead of their competitors by embracing change and continuously learning and improving (pp.531-532)."

Strongly recommended.

Here in a single volume is about all that is needed to design, implement, and then monitor a program through which to achieve organizational transformation. Moreover, the editors have selected both information and wisdom which can help to ensure that such a program is comprehensive, cohesive, and cost-effective. The phrase "best practices" is apt but should not be misconstrued to mean that strategies and tactics which have been highly successful in some organizations are necessary going to be successful in all others. Moreover, I urge the reader to keep in mind that, although the organizations featured (e.g. Boeing, Johnson & Johnson, Kraft Foods, Nortel Networks, ServiceMASTER, SmithKline Beecham, and Sun Microsystems) are among the largest in their respective industries, much of the material in this book is also relevant to small-to-midsize organizations. My own rather extensive past experience with all manner of organizations (including non-profits) has convinced me that most people do not fear change; rather, they fear the unfamiliar. Hence the importance of three on-going initiatives: communicate, communicate, and communicate.

Part One consists of Acknowledgments, About This Book, How to Use This Book, and an excellent Foreword by Richard Beckhard. Carter, Giber, and Goldsmith then shift their attention in Part Two of "Organization & Human Resources Development Case Studies." The individual case studies are distributed within this thematic structure:

Organizational Development & Change

Leadership Development

Recruitment & Retention

Performance Management

Coaching & Mentoring

Part Three: Conclusion consists of Research (OD/HRD Trends and Findings), Endnotes, About Linkage, Inc., About the Editors, Index, and How to Use the CD-ROM, terrific value-added benefit.

Back to Beckhard's Foreword for a moment. In it, he identifies six (6) "elements" which are basic to each case study; all are central to and sequential within the change process associated with organizational development/human resource development (OD/HRD). They are: Business Diagnosis, Assessment, Program Design, Implementation, On-the-Job Support, and Evaluation. It is helpful to keep these six "elements" clearly in mind while working your way through the abundance of information which the editors provide. Fortunately, they have organized the (sometimes daunting) material with meticulous care and write exceptionally well. I also urge you to use the same six "elements" as guidelines when determining what the design of your own program for organizational change should be, and, when selecting those strategies and tactics discussed in the book which are most appropriate to the implementation and evaluation of that program. This is especially true of decision-makers in small-to-midsize organizations.

Those who share my high regard for this book are urged to check out O'Toole's Leading Change, Katzenbach's Real Change Leaders as well as his Peak Performance , Kaplan and Norton's The Balanced Scorecard and The Strategy-Focused Organization, Quinn's Deep Change, O'Dell and Grayson's If Only We Knew What We Know, Isaacs' Dialogue and the Art of Thinking Together, and Senge's The Dance of Change. Those especially interested in Six Sigma are encouraged to check out (and read in this order) Pande's The Six Sigma Way, Breyfogle's Implementing Six Sigma, and Eckes's Making Six Sigma Last.

There are 60 illustrations, excellent paintings, with the accompanying text that inspired it. The colours are very well down, and each painting is brilliantly done in terms of publication. There are nine artists represented. These are:

Inger Edelfeldt: 7 paintings

Tony Galuidi: 2 paintings

Roger Garland: 10 paintings

Robert Goldsmith: 2 paintings

Michael Hague: 7 paintings

John Howe:10 paintings

Alan Lee: 10 paintings

Ted Nasmith: 10 paintings

Caro Emery Phenix: 2 paintings

My personal favorite is John Howe. He brings out a lot of dark imagery. I don't know why, but Hague's stuff just does not appeal to me. I have seen him do Lewis's Pilgrim's Regress, and some other stuff, and I just don't like his style (also saw his illustrations for WIZARD OF OX). His are of THE HOBBIT. Galuidi has almost a computer generated quality, and his work is especially intriguing, although there are only 2 of his paintings in this collection. Lee is good. All in all, this is a fair book, collecting the paintings of artisits brining about their own vision of Tolkien's classic saga. Over all, a four star book (bumped up one star because of Howe's supreme quality).

This is a collection of 50+ paintings based on various works by Tolkien, which fans of Tolkien will no doubt enjoy. It may be of speial interest to those who watched the movies (and who hasn't, who read Tolkien...) as you can clearly see how some of these paintings are replicated in Jackson's movies; it takes but a moment to catch it in the film, but if you see the pictures enough you'll recognize it.

The quality of the paintings are uneven, and each one has its favorite. Like many people, I find Hague lacking, but also Edelfeldt, who isn't bad but whose style is not unique enough in my opinion.

My favorites, on the other hand, are Howe, Garland, Nasmith, Lee and Galuidi. Garland, my favorite, has a unique and glowing, almost 'mystical' style that does the book justice. Howe's pictures are also intriguing and beautiful, and feel true to the book (and thankfully, he seems to dominate the book in terms of the number of contributions). Nasmith has some splendid landscape pictures, though his vision of the characters leave something to be desired (especially of a fat, distorted Boromir!) Galuidi's sci-fi, computerized style may not appeal to some, but I find them interesting. Finally, Lee's soft watercolors are very appealing, and his vision of the characters is near-perfect (especially Galadriel and Gandalf).

"Tolkien's World" is a very handsome book: large, hardcover, sleeve-cover, fine print and paper. It consists on a serie of paintings divided by books (The Hobbit, LOTR, Silmarillion, etc.) printed in the largest scale possible and with great definition. Beside the picture there is the passage of the book which inspired the painting. In the end there are one-page texts about or written by each of the artists, explaining their influences and relation with Tolkien works. My favorite artist is, without a doubt, Ted Nasmith, that draws very realistic pictures. Second place is John Howe, with his dark and intriguin style. All in all, a pretty nice book. I was very satisfied with it and it helped me to figure the places and events of LOTR. Be aware that there's a book that is kind of a sequel to this one: "Realms of Tolkien: Images of Middle-Earth", which I'm planning to get. It is written on its purchasing info that the author is Ted Nasmith, so is the cover authory. Lucky me.