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I first picked up "Adventures on Card Play" many years ago, at the same time that I was learning about squeezes and throw-ins and other beautiful techniques in card play. Simple squeezes, strip-squeezes, criss-cross squeezes, ... I thought I'd seen it all. After all, how many different ways can there be to play a hand of cards?
Kelsey and Ottlik's wonderful, glorious book showed me just how wrong I was. Each chapter (with delicious chapter headings like "The Fiercer Trump Sqeezes") is a banquet in itself, hand after hand of richly ingenious card-play manoeuvres. It's stunning, exuberant entertainment. Just like Raymond Smullyan in his remarkable "Chess Mysteries" books, Kelsey and Ottlik have the ability to squeeze nectar from a stone. Uncanny.

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The author has lots of letters for many situations we face dealing with corporate america, bullies, crazy drivers, etc...
My only wish is that 'Hugh D. Zervitt' would target the health care insurance drones and fast food resturants. But that could be the subject of of his next book. Buy the book! You Deserve It!


We sat around one evening going through all the letters absolutely laughing ourselves silly thinking about the different coworkers, boyfriends and ex bosses we thought would be most deserving of one or two of them. I love the book, I think it's very funny and very well written, I also like how it's broken down into different areas of interest, hex-a-grams are one of my favorites. A Good book for stress relief when people get you down. 5 Stars !!!

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The book represents a panorama of viewpoints. Catholic, Protestant, Orthodox, conservative, radical and evangelical viewpoints are all represented in the signed entries. A bibliography follows each essay and cross-references lead from one topic to another. Controversial topics are dealt with in a balanced fashion.
I have two problems with the book. First, I am easily distracted when I use it. This is more my problem than the editors'. When I consult this volume I have a specific topic or question I want answered. The interesting and provocative nature of the entries often leads me far astray from the question I want answered. It is the same problem I have with Study Bibles. I become so enmeshed in the commentary; I lose sight of the verse or topic I want to research.
Second, graphically each page is a vast sea of gray. There are no illustrations, pictures or white space to visually break up the entries. If the content were not so stimulating, you would never pick up the book.
Despite my reservations, this is a great addition to any Christian's library. If it were not for the graphics, it would deserve five stars.

You can have a look at the table of contents to see what you can find in the Companion. The essays are written by brilliant and committed theologians, there isn't even a whiff of the dead prose of encycolpedias.
The stress is on contemporary theology, but the excerpts which are accessible here show you that the history of Christian thought is well represented too.
Christianity is more than just your local church and your local preacher's views. This book gives you an idea what has been going on all around the world in the past 2000 years. There is much to learn!


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Although unorthodox, this book has some great, not to mention hilarious, ideas. Of course, I have never been a parent myself, but as I said before, I was raised on the system, and I turned out ok.


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John Kotter's Leading Change is very useful as a pragmatic guide to the strategic steps necessary in creating change. Strategy, alone, cannot ensure cultural change. What Phegan does is put strategy in the context of what he calls the "Five Levels of Evolution, Culture, and Leadership." According to Phegan, there are five areas in organizational culture that require balance: physics, life, competition, language, and experience. In most companies the organizational cultures are strong in some areas, weak in others. In order to align a "cultural change" strategy in a way to create meaningful change, there must be leadership to balance out these areas.
5. Experience-feelings, trust, fear, caring, values, involvement, satisfactionThere is always experience, but in most organizations the quality of it is poor. You cannot get to this directly, only through actions at level 4.
4. Language-communications, listening, meaning, understanding, relationships, teamwork, consensus, win-winThis is the thinnest area in most organizational cultures. Communications, understanding, relationships, and teamwork are usually weak. +
3. Competition-economics, authority, control, politics, win-lose, rules, information, productivity, profits, decisionsAlthough not always discussed, openly, this level is overemphasized in most organizational cultures.
2. Life-systems and processes, biology, operational procedures and methods, training, software, efficiencyOperating systems are often poorly developed. There is usually plenty of room for process improvements. *
1. Physics-chemistry, equipment, hardware, engineering, technologyIn most organizations, this level is fine. It is easier to talk about equipment than the more productive areas of processes (2), or communications (4). The table below (page 53 of text) points to the fact that the largest opportunity to develop changes in the work culture lies in language-which has been broken down into communications, listening, meaning, understanding-basically relationship building. The next largest opportunity lies in tackling problems in processes and procedures.
While I am sure that this makes intuitive sense to you, the task becomes how to document and put together a means to actively measure the actions you are taking and how they affect the bottom line or the goals and objectives by which you are to be measured while leading this imitative. Phegan does not offer any solution to that dilemma. What he does, however, is offer a template to improve the areas that need the attention. The most effective strategy that Barry Phegan advocates is the use of an informal interview. He provides a template for an interview format that will allow organizational leaders to get clearer understanding of the framework of the organizations employees. It is from these "non-agenda-conversations"-not "fireside chats" relationships are built, the "true" picture of the existing culture can be drawn, and human beings can feel individual and valuable. This is where he claims you get the biggest return on your cultural change investment.
The book is full of information regarding group dynamics, the art of negotiating, and skillful tips to managers. What is somewhat discouraging is that after several pages of information, guidance, and helpful hints, he ends his book with a section called Reflections where he points out that "work cultures are very stable. Sometimes they would rather die than change." He outlines why managers resist employee involvement in cultural change initiatives. Perhaps the knowledge of why there is resistance is helpful, but he does not offer any solutions to this aspect of human management nature. He even encourages external consultants to work in teams, "culture consultants should always work as a team. Work cultures are simply too seductive."
As you go forward with the task at hand to lead or create cultural change, don't get discouraged. Remember, each positive conversation, change, meeting does have a ripple effect. Phegan encourages you as a cultural leader to look for "pockets of readiness" and to encourage them. Work and gain momentum with those who "get it" and allow the change to evolve over time. It cannot be forced.

