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Pemberton wrote the document in the late 1870's before his death in 1881, to respond to Johnston's autobiographical NARRATIVE OF MILITARY OPERATIONS. Even after 120 years, the anger and hurt comes through. Johnston had essentially placed the blame for the loss of Vicksburg on Pemberton, citing his incompetence and disobedience of orders. Pemberton takes each of Johnston's eight charges, and argues his side of the case. Smith has made this more understandable for the reader by inserting (in easily distinguishable font and italics) the specific exerpts from the Johnston book to which Pemberton was referring; many of Pemberton's points would have been lost to me without those insertions.
Another specific contribution which Smith made to the manuscript itself was his description of a visit by Davis and Johnston to Pemberton and Vicksburg in December, 1862 (before the Vicksburg Campaign would escalate in the spring and culminate on July 4th). Given the fact that Davis, Johnston, and Pemberton seemed only a few weeks later to have no agreement or common thinking on their strategy, one wonders what they talked about during their several days together. Certainly, they MUST have talked about whether Vicksburg must be held at all costs....but in the spring, Johnston seemed to think not while Davis and Pemberton certainly thought it must. Perhaps they never considered what to do in a siege....but, if not, what were they really expecting Grant to do? He certainly had given no indication of giving up easily! This lost opportunity for strategic alignment echoes through the Pemberton manuscript, as I read it.
For me, Pemberton presents his case in a compelling, convincing, and interesting manner. To my (amateur) reading, he does not often imply that he knew in 1863 everything that he would know when writing in the late 1870's. However, on one occasion, he did allow himself to refer to Johnston as "the great master of retreat", taking advantage of the reputation Johnston would get during his portion of the Atlanta Campaign in 1864.
Johnston does not come out of this book in very good shape. In fact, the picture of Johnston is very reminiscent of that in Jeffrey Lash's DESTROYER OF THE IRON HORSE. In fact, one of Lash's primary examples of Johnston's misuse of the railroads occurred during the Vicksburg Campaign, when he lost of large quantity of Confederate rolling stock and engines by waiting too long to order their movement to safer locations. Smith summarizes Johnston's failure to take any action to relieve Pemberton in Vicksburg by saying that he "either had no intention of acting or was incapable of mustering the courage and energy to face the situation". Personally, it seems to me to have been the latter. The puzzling, frustrating impact of Johnston's inertia comes through clearly in the Pemberton manuscript.
This is an excellent book, very readable and quite interesting. Smith's background chapter will assist the reader who is not familiar with the Vicksburg Campaign to understand it well enough to follow Pemberton's discussion. That understanding is aided by several simple, clear, excellent maps. One does not need to be a military history scholar to appreciate this book. However, as Ed Bearss' introduction makes clear, even the elite class of military history scholars will likely also find this book worth their while.
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Fingermath is a simple and useful method for teaching kids (and adults) to understand the basics of addition, subtraction, multiplication and division by using their fingers for counting.
Instead of only being able to count to ten on your fingers, this system (derived from the abacus) uses the right thumb to represent five and the four fingers of the right hand as ones. The left thumb represents 50, and the four remaining fingers of the left hand represent tens. Thus, if all your fingers are pressed you have 50 + 40 = 90 on your left hand and 5 + 4 = 9 on your right hand, for a total of 99. (Methods for dealing with larger numbers are also presented in the book.) I've been working with my second-grader on this "Secret Chinese Math Game." He *loves* it, and his teacher has been very impressed with the improvement in his math skills.
I have added a slight refinement of also representing the fingers with coins (a nickel and four pennies for the right hand, a fifty-cent piece and four dimes for the left hand. This seems to make the exercises more "concrete" for the youngster.
Like any other physical/mental skill, it takes time and practice to develop speed and accuracy. If you practice this technique for ten minutes a day with your child, I am very confident that you will see a dramatic improvement in their (and your own) understanding of math.
Your Humble Jester,
Philip the Foole
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This book is HUGE and heavy ,almost ten pounds! It concentrates on the four major groups: Mammals,birds,reptiles and amphibians. In-depth and comprehensive text with superb photographs and illustrations. Very good research material.
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The self-organizing nature of human interactions in a complex organization leads to surprising effects. Small actions, events and interactions can lead to dramatic outcomes affecting the whole system. Human interactions in complex systems lead to so-called emergent properties, which are features of the system that the separate parts do not have. (For example, brain cells don't have consciousness, but the human brain does). All of this explains why it is often impossible to understand let alone predict or control events and developments. This is a rather big departure from the traditional view, which tends to see organizations as understandable, predictable and ... controllable!
Then how exactly is the complexity theory approach to change management different from the traditional approach? Ed Olson and Glenda Eoyang summarize the main features of the CAS approach to change as follows: 1) Achieve change through connections between agents (instead of trying to control the change top-down), 2) Adapt to uncertainty (instead of trying to use predictable stages of development), 3) Allow goals, plans, and structures to emerge (instead of depending on clear and detailed plans or goals), 4) Amplify and value difference (instead of always directly focusing on consensus), 5) Create self-similarity (instead of difference between levels), 6) Regard success as a matter of fit with the environment (instead of focusing on one dimensional success measures).
It's hard to accurately summarize in a few words what's in this book. So, if you're organizational development consultant, perhaps you'd better read it yourself. What you will find is that the book is a nice mix of theory, case descriptions and practical tools which (some of which are very nice and handy). I think this is the first book that makes complexity theory so practical.
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